Creative Leadership: Skills That Drive ChangeSAGE, 2007 - 308 pages 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. |
From inside the book
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Page ii
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Page v
... 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 ...
... 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 ...
Page vi
... Problem Solving Model Chapter at a Glance Creative Thinking Skills for Leaders 47 47 48 Complex Thinking for Complex Problems: The Creative Problem Solving Model as a Macro Process 48 A Closer Look at the Cognitive and Affective Skills ...
... Problem Solving Model Chapter at a Glance Creative Thinking Skills for Leaders 47 47 48 Complex Thinking for Complex Problems: The Creative Problem Solving Model as a Macro Process 48 A Closer Look at the Cognitive and Affective Skills ...
Page vii
... Problem Solving Process ? Applying What You've Learned 121 122 7. Formulating Challenges : Tools for Strategic Thinking Chapter at a Glance 125 125 126 127 131 137 Strategic Thinking in Leadership The Nature and Purpose of Formulating ...
... Problem Solving Process ? Applying What You've Learned 121 122 7. Formulating Challenges : Tools for Strategic Thinking Chapter at a Glance 125 125 126 127 131 137 Strategic Thinking in Leadership The Nature and Purpose of Formulating ...
Page viii
... Problem Solving Process ? Applying What You've Learned 188 190 194 199 199 Part III : Additional Factors That Influence Leaders 201 12. Psychological Diversity : Leading People With Different Creativity Styles Chapter at a Glance 203 ...
... Problem Solving Process ? Applying What You've Learned 188 190 194 199 199 Part III : Additional Factors That Influence Leaders 201 12. Psychological Diversity : Leading People With Different Creativity Styles Chapter at a Glance 203 ...
Contents
Identifying Complex Thinking Skills Associated | 3 |
Background | 27 |
Thinking Skills ModelA Process Map | 35 |
Fluency Flexibility | 42 |
With the Creative Problem Solving Model | 47 |
Applying What Youve Learned | 60 |
Tools for Diagnostic Thinking | 87 |
Applying What Youve Learned | 107 |
Leading People With | 203 |
18 | 204 |
Understanding How People Engage in | 214 |
Applying What Youve Learned | 225 |
25 | 232 |
Conclusion | 245 |
Case Studies | 259 |
References | 277 |
Other editions - View all
Creative Leadership: Skills That Drive Change Gerard J. Puccio,Mary C. Murdock,Marie Mance Limited preview - 2007 |
Creative Leadership: Skills That Drive Change Gerard J. Puccio,Mary C. Murdock,Marie Mance No preview available - 2006 |
Creative Leadership: Skills That Drive Change Gerard J. Puccio,Mary C. Murdock,Marie Mance No preview available - 2006 |
Common terms and phrases
ability action steps American Airlines Assessing the Situation Basadur behavior Brainstorming Buffalo State College chapter cognitive cognitive style Contextual Thinking convergent thinking CPS process create creative change creative climate Creative Education Foundation Creative Problem Solving creative process creative thinking criteria decision Defer Judgment deliberate described develop divergent and convergent divergent thinking divergent tools effective Ekvall employees engage environment example Exploring Acceptance Exploring Ideas Exploring the Vision facilitate focus focused Formulating a Plan Formulating Challenges Formulating Solutions FourSight goal Ideational identify IDEO impact implementation important incubation individuals innovation Isaksen Kirton leaders need leadership Mance metacognitive Murdock novelty options organization organizational organizational climate outcome Pablo Picasso Parnes people’s person positive potential preferences principles process step Puccio Reprinted with permission solution or change SOURCE specific Stakeholder Analysis success Tactical Thinking thinking skills THINKING TOOLS tion Treffinger Visionary Thinking