Creative Leadership: Skills That Drive Change / Edition 1

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Overview

Creative Leadership: Skills That Drive Change demonstrates how creative thinking is an essential element of leadership, especially when bringing about change. In this engaging book, authors Gerard J. Puccio, Mary C. Murdock, and Marie Mance provide a unique combination of conceptual arguments, practical principles, and proven tools to enhance future leaders’ effectiveness in creating and managing change.

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Product Details

  • ISBN-13: 9781412913805
  • Publisher: SAGE Publications
  • Publication date: 9/5/2006
  • Edition description: Older Edition
  • Edition number: 1
  • Pages: 328
  • Product dimensions: 6.00 (w) x 8.90 (h) x 0.70 (d)

Meet the Author

Dr. Gerard J. Puccio is Professor and Chair of the International Center for Studies in Creativity at Buffalo State, a unique academic department founded in 1967 that offers a Master of Science degree in creativity and a Graduate Certificate in Creativity and Change Leadership. Dr. Puccio has published more than 40 scholarly works and delivered more than 40 presentations at conferences and research meetings. As an internationally recognized creativity researcher, Dr. Puccio has presented his work in such countries as England, Italy, the Netherlands, Canada, France, Singapore, India and Hong Kong. Recently Dr. Puccio was one of the featured speakers in a panel discussion on creativity and intelligence at an international conference sponsored by the French Federation of Psychology to celebrate the one-hundredth anniversary of Binet’s work. In recognition of his scholarly efforts, Dr. Puccio received the State University of New York’s award for exemplary contributions to research.

In addition to his scholarly work, Dr. Puccio has delivered workshops and consulting services to numerous organizations including: Procter & Gamble, Kraft, Nabisco, 3M, IBM, Fisher-Price Toys, Rich Products, and many others. He has delivered creativity training programs and courses in a number of countries, including: Spain, Ireland, Brazil, England, and Tanzania.

Dr. Puccio received his doctoral degree in Organizational Psychology from the University of Manchester, England.

Mary C. Murdock was an Associate Professor and graduate faculty member at the International Center for Studies in Creativity, Buffalo State College, Buffalo, NY, where she taught graduate courses and supervised master’s work. Through her career, Dr. Murdock was involved in international work, including work as a guest lecturer on qualitative research in the Cognitive Psychology Unit of the University of Bergen and in teaching Creative Problem Solving courses at international schools in five countries (Colombia, Dominican Republic, Tanzania, China, Malaysia).

Her publications included two texts: Creative Problem Solving and Role Playing, co-authored with E. Paul Torrance and Creativity Assessment: Readings and Resources with Gerard Puccio. She was also a co-editor along with Center colleagues, of Understanding and Recognizing Creativity: The Emergence of a Discipline and Nurturing and Developing Creativity: The Emergence of a Discipline.

Mary held a BA in English from the University of North Carolina at Greensboro, an M.Ed. in Gifted Education and a doctorate in Educational Psychology from the University of Georgia.

Marie Mance is Director of Leadership Development at Buffalo State College and an adjunct faculty member at the International Center for Studies in Creativity, teaching in the undergraduate and graduate programs. She holds an M.S. in Creativity and M.Ed. in Counseling/Student Personnel. She has traveled internationally to present creativity and creative problem solving courses and workshops in Nigeria, Singapore and South Africa. She has also designed and delivered workshops in creativity, strategic planning and other change initiatives for a number of organizations in the public and private sector. Currently she is developing and presenting leadership programs for faculty, staff and students at Buffalo State with creativity as a core component. Marie also coaches in the leadership program and has completed training at the Coaches Training Institute. She is pursuing certification to become a Certified Professional Co-Active Coach. She is President of the Niagara Frontier chapter of ASTD (American Society for Training and Development) and a Colleague of the Creative Education Foundation.

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Table of Contents

Acknowledgments Introduction Who Should Read This Book?
How This Book Is Different: Taking a Creative Approach to Leadership Part I Foundational Principles for Leaders One. Change, Leadership, and Creativity: The Powerful Connection Chapter at a Glance Creative Change: It's Not Changing the Baby The Leadership-Creativity Link Creativity: The Necessary Fuel for Change Applying What You've Learned Two. Creative Problem Solving: Background and Introduction to the Thinking Skills Model Chapter at a Glance Getting to Know Creative Problem Solving: Going for the Gold Creative Problem Solving: Some Basic Terms Using Creative Problem Solving: How to, When to Creative Problem Solving: Introducing the Think Skills Model—A Process Map for Finding Your Way to the Gold Dynamic Balance: The Heart of the Creative Problem Solving Process Divergent thinking Skills: Fluency, Flexibility, Elaboration, and Originality Convergent Thinking Skills: Envision and Evaluate Applying What You've LEarned Three. Identifying Complex Thinking Skills Associated with the Creative Problem Solving Model Chapter at a Glance Creative Thinking Skills for Leaders Complex Thinking for Complex Problems: The Creative Problem Solving Model as a Macro Process A Closer Look at the Cognitive and Affective Skills in Creative Problem Solving Applying What You've Learned Four. Transforming Your Thinking: Principles for Divergence and Convergence Chapter at a Glance Diverge and Converge: It's About Thinking and Behaving Principles for Divergent Thinking Principles for Convergent Thinking Allow for Incubation: The Wildcard Principle Applying What You've Learned Part II: Thinking Tools for Leaders Five. Assessing the Situation: Tools for Diagnostic Thinking Chapter at a Glance Diagnostic hinking in Leadership: Gathering and Using Data to Make Informed Decisions The Nature and Purpose of Assessing the Situation Executing Each Step of the Creative Problem Solving Process: A Word About Tools Divergent Thinking Tools for Assessing the Situation Convergent Thinking Tools for Assessing the Situation Getting Around in the Creative Problem Solving Process: Metacognitive Tools for Determining Next Steps Applying What You've Learned Six. Exploring the Vision: Tools for Visionary Thinking Chapter at a Glance Visionary Thinking in Leadership The Nature and Purpose of Exploring the Vision Devergent Thinking tools for Exploring the Vision Convergent Thinking Tools for Exploring the Vision What's Next in the Creative Problem Solving Process?
Applying What You've Learned Seven. Formulating Challenges: Tools for Strategic Thinking Chapter at a Glance Strategic Thinking in Leadership The Nature and Purpose of Formulating Challenges Divergent Thinking Tools for Formulating Challenges Convergent Thinking Tools for Formulating Challenges What's Next in the Creative Problem Solving Process?
Applying What You've Learned Eight. Exploring Ideas: Tools for Ideational Thinking Chapter at a Glance Ideational Thinking in Leadership The Nature and Purpose of Exploring Ideas Divergent Thinking Tools for Exploring Ideas Convergent Thinking Tools for Exploring Ideas What's Next in the Creative Problem Solving Process?
Applying What You've Learned Nine. Formulating Solutions: Tools for Evaluative Thinking Chapter at a Glance Evaluative Thinking in Leadership The Nature and Purpose of Formulating Solutions Divergence and Convergence in Formulating Solutions: It's a Brand New Game What's Next in the Creative Problem Solving Process?
Applying What You've Learned Ten. Exploring Acceptance: Tools for Contextual Thinking Chapter at a Glance Contextual Thinking in Leadership The Nature and Purpose of Exploring Acceptance Divergent Thinking tools for Exploring Acceptance Convergent Thinking tools for Exploring Acceptance What's Next in the Creative Problem Solving Process?
Applying What You've Learned Eleven. Formulating a Plan: Tools for Tactical Thinking Chapter at a Glance Tactical Thinking in Leadership The Nature and Purpose of Formulating a Plan Divergent Thinking Tools for Formulating a Plan Convergent Thinking Tools for Formulating a Plan What's Next in the Creative Problem Solving Process?
Applying What You've Learned Part III: Additional Factors that Influence Leaders Twelve. Psychological Diversity: Leading People with Different Creativity Styles Chapter at a Glance Psychological Diversity and Leadership Effectiveness Kirton Adaptor-Innovator Theory: Two Distinct and Valuable Approaches to Creativity and Change Four Sight: Understanding How People Engage in the Creative Process Applying What You've Learned Thirteen. Building a Climate for Creativity: How Leadership Sets the Tone Chapter at a Glance Introduction: Some Basics About Climate The Leadership-Climate Connection Creative Climate in Organizations: What to Look for Final Thoughts for Leaders Applying What You've Learned Conclusion Developing Creativity for Leadership Where to Begin?
A Model for Developing Creativity in Leadership Where Do You Go From Here?
Some Closing Thoughts Case Studies Becoming a Creative Change LEader Internalizing Creativity in an Organization Creative Climate References Name Index Subject Index About the Authors

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