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A Critique of Creativity and ComplexityOrganisational Leadership for Creativity

A Critique of Creativity and Complexity: Organisational Leadership for Creativity [Several years ago, in a spontaneous, self-organising way, a group of colleagues and I initiated a creative act in our organisation. We generated a series of workshops for ourselves in order to improve our work, engage in problem solving, and learn from each other. Our community of practice (Wenger, 1998) enabled us as knowledge workers to develop our own small system, in context, with open invitations and shared leadership.] http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png

A Critique of Creativity and ComplexityOrganisational Leadership for Creativity

Part of the Advances in Creativity and Giftedness Book Series (volume 25)
Editors: Ambrose, Don; Sriraman, Bharath; Pierce, Kathleen M.
Watson, Elizabeth
A Critique of Creativity and Complexity — Jan 1, 2014
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9 pages

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Publisher
SensePublishers
Copyright
© SensePublishers-Rotterdam, The Netherlands 2014
Pages
87 –96
DOI
10.1007/978-94-6209-773-5_6
Publisher site
See Chapter on Publisher Site

Abstract

[Several years ago, in a spontaneous, self-organising way, a group of colleagues and I initiated a creative act in our organisation. We generated a series of workshops for ourselves in order to improve our work, engage in problem solving, and learn from each other. Our community of practice (Wenger, 1998) enabled us as knowledge workers to develop our own small system, in context, with open invitations and shared leadership.]

Published: Jan 1, 2014

Keywords: Transformational Leadership; Knowledge Worker; Complex Adaptive System; Organisational Leadership; Leadership Theory

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