1. Linking the individual and the organisation: The role of the creative leader Susan T. Moger Senior Fellow in Leadership

2. Background Experiences with UK owner/managers of SMEs (small and medium-sized enterprises) as ‘network activators’ Development of the concept of ‘benign structures’ MBS ‘High Potential’ executive programmes

3. For the leader as an individual: to develop the capacity to deal with unfamiliar situations in novel and effective ways For the leader working with groups: to develop an understanding of structures and behaviours supporting effective performance The Role of Creativity in Leadership

4. Leading as behaviour in transition What got you here won’t get you there. Well-established technical and professional skills augmented with strategic awareness, internal and external to the organisation A key behavioural competence is the tolerance of ambiguity

5. Developing creative potential as a leader Begins with an understanding of the multi- faceted nature of many situations Personal conviction and resilience, whilst acknowledging contributions of others (the ego paradox)

6. Developing creative potential in an organisation Accept responsibility for developing an environment in which people can learn Confidence to act, permission to fail, expectation to succeed (Richard Hawksworth, Outlook Soft)

7. Benign structures in creative leadership Leadership practices in successful teams establish benign structures for creative success Benign structures include creative problem solving approaches, applied in a positive environment i-Teddy

8. Network Activation A Network Activator is a change-centred individual capable of obtaining and disseminating information from external sources throughout the organisation. Network activation is often found in leadership of innovative processes Dawn Gibbins

9. Characteristics of Network Activation Knowledge of internal capabilities Understanding of sector and market conditions Innovation orientation Resilience and tolerance of ambiguity

10. Towards creative leadership Leadership is about other people Be a catalyst not the fuel People need light to guide not heat to cajole Solve and learn, don’t hide and forget