Difference between revisions of "Changing Leadership Styles"
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==Enablers:== | ==Enablers:== | ||
* | * the crises pressure & and the "wee need to change" spirit | ||
==Inhibitors:== | ==Inhibitors:== | ||
* | * going back to the pre-crises circumstances | ||
==Paradigms:== | ==Paradigms:== | ||
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==Web Resources:== | ==Web Resources:== | ||
[1] http://websphere.sys-con.com/node/1418487 | [1] http://websphere.sys-con.com/node/1418487<br> | ||
[2]ftp://public.dhe.ibm.com/common/ssi/ecm/en/gbe03297usen/GBE03297USEN.PDF | [2]ftp://public.dhe.ibm.com/common/ssi/ecm/en/gbe03297usen/GBE03297USEN.PDF<br> | ||
[3]http://www.regent.edu/acad/global/publications/jsl/vol1iss1/JSL_Vol1iss1_Agbor.pdf<br> | |||
[[Future of Innovation Main Page]] | [[Future of Innovation Main Page]] | ||
Revision as of 09:32, 31 August 2010
Description:
A culture for creativity and risk taking is essential for inspiring leading edge innovation. We defined innovation as inventions which become commercial. Therefore establishing an innovative culture that builds relationships and networks is crucial for ideas to see the light of the day. Further on, corporate Innovation happens as long as the management allows it to happen.
IBM recently conducted interviews with 1,500 leaders from all over the globe across 60 countries representing 33 industries. Their conclusions about what it takes to be successful in today's complex environment they must embody creative leadership.?
Facing a world becoming dramatically more complex, it is interesting that CEOs selected creativity as the most important leadership attribute. Creative leaders invite disruptive innovation, encourage others to drop outdated approaches and take balanced risks. They are open-minded and inventive in expanding their management and communication styles, particularly to engage with a new generation of employees, partners and customers.
Their bet is that the most successful organizations co-create products and services with customers, and integrate customers into core processes. They are adopting new channels to engage and stay in tune with customers. By drawing more insight from the available data, successful CEOs make customer intimacy their number-one priority.
Creativity means new ways of solving
tough problems. Many challenges require
innovative thinking.
David Rankin, Chief Executive, Auckland City Council
These leadership trends is fair to believe that are good baskets to harness creativity. The question to be raised up is however - for how long will these CEO thoughts last? Are these just crises scared people or are these trends here to last?
Enablers:
- the crises pressure & and the "wee need to change" spirit
Inhibitors:
- going back to the pre-crises circumstances
Paradigms:
ddd
Timing:
Web Resources:
[1] http://websphere.sys-con.com/node/1418487
[2]ftp://public.dhe.ibm.com/common/ssi/ecm/en/gbe03297usen/GBE03297USEN.PDF
[3]http://www.regent.edu/acad/global/publications/jsl/vol1iss1/JSL_Vol1iss1_Agbor.pdf