Evidence of the Value to Business of Creative Leadership :: Kanvio’s blog

A very interesting little blog and graph as a result of some research I was doing looking for some empirical data on the vale of creative leadership to business. In these moments when lots of businesses have difficulties, not just to keep results but to survive, it’s also needed to have a look at current reality and understand the reasons which take them to this situation. Specially if we observe other companies, few but existing, which keep growing, despite the economic situation. It’s also quite easy to look at external causes to explain poor business’ results: low demand, lack of fundings, taxes, etc. It’s lot more difficult to have an introspective look, from the consciousness about change starting from within, as leaders.

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Leadership or Management - Where Does Your Bias Lie - Randy Komisar Interview | Fast Company

In the life of a company, every dog has its day. So says Randy Komisar, a veteran Silicon Valley venture capitalist and entrepreneur who has spent the last 25 years launching technology startups. Komisar is a partner at Kleiner Perkins Caufield & Byers where he specializes in working with technology entrepreneurs. "I'm not attracted to them because of the bottom line," he says. "I'm attracted to them to them because of the top line--they change they can make." His own pedigree: co-founder of Claris Corporation, CEO of LucasArts Entertainment, CEO of Crystal Dynamics, founding director of TiVo, senior counsel at Apple Computer, author of two books, and "virtual CEO" to an array of fledgling companies. In this Q&A, he warns of the classic mistakes of manager-wannabe-leaders, the perils of too many bullets and not enough Zen, and why CEOs are like dogs.

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Why Julian Assange, Founder, Wikileaks Models Great Creative Leadership - TED video

In watching this video, you can see the emergence of a genuine creative leader at work. Creative leadership requires conviction and commitment with one component marking out the great creative leaders from the others - personal risk!! The great creative leaders in our world, Socrates, Joan of Arc, J.B. Priestley, Nehru, Nelson Mandela to name just a few all took great personal risks to ensure their beliefs in one way or another effected the world in which we live for the common good. Whilst it is difficult to say just exactly what the common good is, universally we know it when we see it and we know when the common good is not being served. Historically the sign of a great creative leader is when someone takes the risk to speak out against entrenched power that we know refuses to allow proper debate regardless of the risks.Julian Assange, Founder of Wikileaks has done that.Watch the video!!

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How To Ignite Creative Leadership In Your Organization - Navi Radjou, Jaideep Prabhu, Prasad Kaipa, Simone Ahuja - Harvard Business Review

IBM just released its 2010 Global CEO Study based on face-to-face interviews conducted with over 1,500 CEOs spanning 60 countries and 33 industries. Here are some key points from the study: 1. Even if the recession is over, 79% CEOs expect the business environment to become even more complex in coming years. 2. More than half of CEOs doubt their ability to manage this escalating complexity. 3. Western CEOs anticipate economic power to rapidly shift to developing markets, and foresee heavier regulation ahead. 4. A majority of CEOs cite creativity as the most important leadership quality required to cope with growing complexity. Creativity in this context is about creative leadership

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The Mystery of Leadership - Stephen Joel Trachtenberg, President Emeritus, George Washington University : Korn/Ferry Briefings

There are countless books — probably more than anyone can bear to read — promising to tell you the secrets of leadership. I will save you time and money: there are no secrets, and if anyone had them, he would be a fool to reveal them. There are also courses in leadership that offer sound training in certain skills. But unless you get up and dance, no course or program is going to teach you how to lead. You learn on your own. You learn by doing. I arrived at this conclusion after 30 years as a university president, first at the University of Hartford and afterward at the George Washington University. Along the way, I frequently served on the boards of nonprofits and corporations. It is fair to ask, since neither broom nor book works, “How does anyone become a leader?” I could say, “I really do not know.” But that is not sufficient. So I will give several answers which I hope will give you something to think about.

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