Creative Leadership: background and practice

0. Introduction

In our ever-changing professional environment, we are increasingly faced with challenges where our traditional logical thinking no longer provides the desired answers. Our classic thinking patterns are fine for routine work – 'more of the same' – but often do not help us to respond optimally to new situations.

The World Economic Forum (WEF) has been shouting this from the rooftops for years and confirms it again this year: in this rapidly changing world, creative thinking is an essential skill for everyone who works. This certainly applies to the leaders in our organisations.

Creative leadership does not mean that you have to come up with all the innovative ideas yourself; it is mainly about creating an environment in which the creativity of all employees is stimulated. And perhaps even more importantly, ensuring that the chosen creative solutions are effectively translated into concrete action. I will give you an idea of how you can really achieve this, based on what we have learned from scientific research. But first, the why.

1. Start with why: Why is Creative Leadership so important?

Here are a few reasons that immediately clarify why Creative Leadership can also make a crucial difference in your organisation.

A. Innovation and competitive advantage

Creative leaders stimulate innovation in organisations. They understand that continuous innovation is essential to stay one step ahead of your competitors in a rapidly changing market.

B. Culture building

Leaders play a crucial role in shaping corporate culture (sorry, I can't help myself, I know, this is my pet subject ). Creative leaders promote a culture of openness, collaboration and innovation, which contributes to the growth and success of the organisation.

C. Talent development

Attracting and retaining talent is vital for organisations. We all know that it is extremely difficult to find suitable people at the moment. Creative leaders provide a stimulating working environment in which employees can develop and feel appreciated. Just as it is easier to retain customers than to attract new ones, it is easier to retain good employees than to have to recruit them.

D. Customer focus through empathy

Creative leaders understand the needs and expectations of customers and encourage their teams to develop innovative solutions that meet these requirements. Empathy (the first step in Design Thinking) is THE way forward, enabling you to make a difference and offering a wealth of opportunities.

2. The Psychology of Creativity

One of the biggest misconceptions about creativity is that it is a mysterious talent that some people possess and others do not. Every human being possesses – to a greater or lesser extent – some form of creativity. It is just that it does not always come to the fore. Our expression of creativity is influenced by various factors, including cognitive, emotional and environmental influences. A creative leader knows and understands the underlying psychological aspects.

A. Cognitive factors

1. Divergent thinking: Creative leadership begins with the ability to think divergently, which means that leaders are able to generate different ideas themselves on the one hand and be open to different perspectives and ideas from others on the other.
2. Problem-solving ability: Creative leaders are skilled at identifying and solving complex problems (another important trait according to the WEF). They use their cognitive skills to come up with new and innovative solutions.

B. Emotional factors

1. Emotional intelligence: Creative leaders possess high emotional intelligence, which helps them to show empathy and communicate effectively with their team members. This promotes a positive atmosphere in which creativity can flourish.
2. Resilience: Creativity often goes hand in hand with failure and setbacks. Creative leaders have the resilience to deal with this and encourage their team members to learn from their mistakes.

C. Environmental factors

1. Psychological safety: A creative environment requires psychological safety, in which team members feel free to share their ideas without fear of negative repercussions.
2. Diversity: A diverse team promotes creativity. It brings together different perspectives and ways of thinking, increasing the likelihood of innovative solutions.

3. Creative Leadership in Practice

Creative leadership is not merely theoretical; it is expressed in the daily practice of leadership. Here are some crucial aspects of creative leadership:

A. Vision and inspiration

1. A creative leader must have a clear vision for the future and be able to inspire others to embrace that vision.
2. They use storytelling to communicate their vision and create a common understanding and enthusiasm within the team.

B. Room for creativity

1. Creative leaders enable their teams to be creative by providing time and resources for experimentation and exploration.
2. They understand the importance of balancing structure and freedom, so that team members feel free to experiment while remaining focused on the goals.

C. Autonomy and encouragement

1. Creative leaders give their team members the autonomy to make decisions and take responsibility for their work.
2. They create a culture in which employees are encouraged to think independently and show initiative.

D. Effective communication

1. Communication is a key component of creative leadership. Leaders must listen to ideas and feedback from their team and treat them with respect.
2. They ensure transparent and open communication channels, in which ideas can be freely shared and discussed.

4. Challenges for Creative Leadership

I assume that the above demonstrates the added value of creative leadership. However, this is not always easy to achieve.

A. Weerstand tegen verandering

Mensen hebben vaak weerstand tegen verandering. Creatieve leiders moeten in staat zijn om die weerstand te overwinnen en het belang van verandering effectief en aanstekelijk te communiceren.

B. Balancing between acceleration and restraint

Creativity often involves risk. Creative leaders must strike a balance between encouraging innovation and calculating risks to protect the organisation.

C. Dealing with failure

Creative projects can fail. Leaders must encourage team members to learn from failures and not be discouraged by setbacks. Sometimes you win, sometimes you learn ...

5. My Conclusion

I believe that Creative Leadership can make THE difference in just about any organisation. It is the key to success in a necessarily innovative landscape. Above all, I hope I have been able to convince you that creative leadership is not just a hollow slogan or a buzzword, but a genuinely different way of leading that is perfectly achievable in reality and, moreover, scientifically substantiated. I am firmly convinced that leaders who put the principles of creative leadership into practice are capable of leading their organisations to new heights of innovation and success.

6. Only for those who want to know more about the underlying science

Creative leaders manage teams. Numerous scientific studies provide insights into what makes creative teams successful. Here are a few references, but there are many more, of course.

A. Psychological safety

Research, such as that conducted by Edmondson (1999), shows that psychological safety is a crucial factor for creative teams. Team members must feel safe to share their ideas without fear of negative judgement.

B. Diversity

Studies by Page (2007) have shown that diverse teams are better at solving complex problems and generating innovative ideas. Different backgrounds and thinking styles stimulate creativity.

C. Collective intelligence

The concept of collective intelligence, as researched by Malone and Woolley (2011), emphasises that creative teams are more effective when the individual intelligence of team members is combined with a good understanding of each other's strengths and skills.