1. Creativity and Leadership Gerard J. Puccio, Ph.D. International Center for Studies in Creativity Buffalo State - State Unversity of New York

2. The Creative Problem Solving Model Assessing the Situation Clarification Stage Transformation Stage Implementation Stage Puccio, G. J., Murdock, M. C., & Mance, M. (2007)

3. CPS: Under Development © Puccio, Murdock, & Mance (2003)

4. CPS Components and Thinking Skills Assessing the Situation Exploring the Vision Formulating the Challenge Exploring Ideas Formulating Solutions Exploring Acceptance Formulating a Plan Visionary and Strategic Thinking Ideational and Evaluative Thinking Contextual and Tactical Thinking Diagnostic Thinking Puccio, G. J., Murdock, M. C., & Mance, M. (2007)

5. Thinking & Affective Skills © Puccio, Murdock, & Mance (2003) PROCESS STEP: Assessing the Situation THINKING SKILL: Diagnostic AFFECTIVE SKILLS: • Openness to Ambiguity • Curiosity Exploring the Vision Strategic • Dreaming • Sensitivity to Opportunities Formulating the Challenges Problem-Analytic • Tolerance for Complexity • Sensing Gaps Exploring Ideas Ideational • Playfulness • Intuition Formulating Solutions Evaluative • Affirmative Judgment • Openness to Novelty Exploring Acceptance Contextual • Sensitivity to Environment • Interpersonal Abilities Formulating a Plan Tactical • Persistence • Tolerance for Risks

6. Exploring the Leadership-Creativity Connection

11. Positioning a Theory of Leadership based on Capabilities “ These theories ( referring to behavioral style, transformational/charismatic, and leader-member exchange ) all have in common a focus on certain behavior patterns and the implications of these patterns for leader performance. In contrast, however, leadership can be framed not in terms of specific behaviors, but instead in terms of the capabilities, knowledge, and skills that make effective leadership possible.” Mumford et al. (2000)

12. A Model for the Development of Creative Change Leaders Student of Creativity: Consciously Unskilled Skilled Facilitator Consciously Skilled Creative Change Leader : Unconsciously Skilled Spectator: Unconsciously Unskilled Internalize what you have learned; become a life-long learner Breadth of Impact What You Do to Grow Practice what you are Learning and apply in real-life settings Begin to learn about CPS, psychological diversity, climate, and other aspects of creativity What You Need to Grow Awareness Proficiency Integration ©Puccio, Murdock & Mance (2007)

17. Person Process Environment Product (e.g., theories, solutions to problems, ideas, services, inventions,etc.) Creative Change (e.g., social change, personal change, innovation etc.) Interaction leads to Adoption leads to Creativity: A Systems Model Puccio, Murdock, & Mance, 2007

18. Person Process Environment Product (e.g., theories, solutions to problems, ideas, services, inventions,etc.) Creative Change (e.g., social change, personal change, innovation etc.) Interaction leads to Adoption leads to Creativity: A Systems Model Puccio, Murdock, & Mance, 2007 LEADERSHIP

21. Thank You Puccio, G. J., Murdock, M. C., & Mance, M. (2007) Creative Leadership: Skills that Drive Change. Thousand Oaks, CA: Sage. www.buffalostate.edu/centers/creativity