Leading the unpredictable - a new way of working | Erik Hoekstra, Krauthammer

The way we currently organise ourselves is increasingly out of step with our fast-evolving environment. What if organisations were to become a societal movement, whose passionate members had the drive to make a difference? People are dynamic and innovative – organisations aren’t. Yet flextime and connecting via social media are not enough. Let’s envision a new form of management, people engagement and leadership – a world where organisations would adapt to their employees, rather than vice versa. In short, an integrated approach to the oft-cited ‘New Way of Working’ (NWW).

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Ken Robinson On The Principles Of Creative Leadership | Fast Company

Sir Ken Robinson is among the world's elite thinkers when it comes to creativity and innovation. The author of Out of Minds: Learning to be Creative, a 10th anniversary edition of which was published in March, and The Element: How Finding Your Passion Changes Everything, Robinson has dedicated much of his professional life to helping governments, educational systems and businesses understand that creativity is not a fanciful luxury. "Creativity is not some exotic, optional extra. It's a strategic issue," said Robinson while in Cannes where he was invited to speak about the necessity for creativity in innovation. "So what people are faced with is having to think very different about how to run organizations."

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Recognizing creative leadership: Can creative idea expression negatively relate to perceptions of leadership potential?

Drawing on and extending prototype theories of creativity and leadership, Jennifer S. Mueller, University of Pennsylvania, Jack A. Goncalo Cornell University, ILR and Dishan Kamdar Indian School of Business theorize that the expression of creative ideas may diminish judgments of leadership potential unless the charismatic leadership prototype is activated in the minds of social perceivers. Study 1 shows creative idea expression is negatively related to perceptions of leadership potential in a sample of employees working in jobs that required creative problem solving. Study 2 shows that participants randomly instructed to express creative solutions during an interaction are viewed as having lower leadership potential. A third scenario study replicated this finding showing that participants attributed less leadership potential to targets expressing creative ideas, except when the “charismatic” leader prototype was activated. In sum, we show that the negative association between expressing creative ideas and leadership potential is robust and underscores an important but previously unidentified bias against selecting effective leaders.

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Cultivating organizational creativity in an age of complexity - the IBM Institute of Business Value Report 2011

"Why are some organizations consistently good at innovating and adapting while others seem to be blindsided by change? Is it because of their disciplined innovation process or the knowledge and skills of their people? Or is it their determination to build a culture where challenging assumptions is not only encouraged, but expected? Our IBM Creative Leadership Study found that leaders who embrace the dynamic tension between creative disruption and operational efficiency can create new models of extraordinary value."

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What is Green Beret Leadership? - David Belden, The Professional Outsider

I am sick of hearing about the new normal. I reject the idea thatcompanies need to do more with less. These are both ludicrous clichés that provide easy excuses for doing nothing or clinging to the past…a past that is more myth than reality. The vast majority of the companies I work with are doing well. They are successful because they are doing things differently, and having fun making the changes. For the past 12 years, I have had the great privilege of working with some of the most adaptable and progressive companies in the country. As a Vistage Chair (www.vistage.com), I facilitate monthly meetings of 16 CEOs/Presidents/Business Owners/Managing Partners in a peer-group think tank setting. I also meet with each of them individually for a dialogue beginning with some variation of the question “What’s the most important thing we should talk about today?”

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