Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse
Creative leadership by Tobias Teickner, Hesse Class, Prof. Klaus Hesse

Creative leadership

Drawing on creative leadership principles of leaders like Seth Godin, Tim Brown and the work of the research-group of Google Re:Work and many others (i.e. Peter Drucker, Brené Brown, Peter Senge, Angela Duckworth, Michael Bierut, Jocko Willink, Teresa Amabile, Charles Duhigg, Anita Woolley etc.) leadership-qualities of individuals, groups and organisations are visualized in fifteen different posters. Nine of the fifteen posters describe distinctive leadership qualities on the level of the individuals, teams and the larger organizations in more detail.  

 

The main idea is that creative and learning organisations consist of collaborative teams and individuals that step up and lead. By tapping into their potential and capabilities and being humble, empathic and open-minded individuals enable teams and organisations to create change in the world.  

On the individual level daily practice and striving for excellence leads to a strong point of view. Empathic rituals improve our skills to change perspective and influence culture. The third quality is a extended an form of responsibility and ownership btw. »extreme ownership«: a leader takes responsibility for everything in his or her circle of influence. Thereby the leader encourages each individual member of the team to do the same and lead from a team-perspective, replace »i« with »we«. 

On the level of the group psychological safety builds the foundation, while clarity and clear communications and the pursuit of worthwhile goals also necessary for the best team engagement. In their research the members of project Aristotle at Google Re:Work quantified what we already more or less intuitively know. When we can freely express ourself in a group (by not beeing judged or bullied by making mistakes or expressing ideas) and the group is lifted up by engaging and uplifting standards, values and norms it is easier to achieve great results. For the continued engagement of every member of a group it is also necessary to provide purpose and progress that can be experienced by the members of the group, hence influence and impact are factors as well.  

 

On the level of the organization mental models, a shared vision and the organization to learn become qualities to strive for.