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Creative Leadership: Design Meets Neuroscience to Transform Leadership
Author(s) -
Gheerawo Rama,
Flory Melanie,
Ivanova Ninela
Publication year - 2020
Publication title -
design management journal
Language(s) - English
Resource type - Journals
eISSN - 1948-7177
pISSN - 1942-5074
DOI - 10.1111/dmj.12063
Subject(s) - context (archaeology) , creativity , psychology , empathy , leadership development , experiential learning , neuroleadership , transactional leadership , sociology , shared leadership , public relations , social psychology , political science , pedagogy , paleontology , biology
Creative Leadership (CL) is a tripartite leadership model that has been developed and pioneered by Rama Gheerawo, Director of The Helen Hamlyn Centre for Design at London’s Royal College of Art. It evolved over the last decade through observation and experience of the limitations of hierarchical models of leadership across a diverse range of sectors. During this time, the three Creative Leadership attributes of empathy, clarity, and creativity have been explored through a range of primary and secondary research methods. The next stage of research and development involves a multidisciplinary convergence of design thinking with neuroscience that relates to brain plasticity, neural connectivity, and emotional intelligence theory. The aim is to develop a comprehensive grid of key performance indicators of CL. Dr. Melanie Flory, neuroscience project partner, explains that the three attributes are learnable and correlate positively with well‐being‐sustaining values and behaviors in individuals and groups. When the cognitive, emotional, and behavioral aspects of these traits are identified and understood, a three‐dimensional complementary feedback loop of learn–retain–apply can ensue through experiential learning and development. This positioning paper presents the evolution, scope, and applications of CL alongside a discussion of the emerging opportunities for novel design–neuroscience intersection relating to personal, leadership, and organizational development, growth, and transformation. It also reflects on the pandemic context of 2020.