Challenges produce creative leaders as much as necessity is the mother of invention. When problems hem us in, leaders are forced to think of possibilities outside the box. When processes are multiplied in boring and ineffective repetitions, we start experimenting with better and more efficient ways of producing or living.

Some very lucky people stumble onto creative solutions in the debris of failures and mistakes. Roentagen was searching for the reason why his photographic plates were being ruined when he discovered radiation in the process. Spencer Silver, a scientist at 3M accidentally developed a “low tack,” reusable pressure sensitive adhesive while in search for super glue. This mistake was not well received by others for five years until a colleague, Art Fry, used the adhesive to bookmark his hymnbook. Discovering this effective use, 3M then marketed the adhesive, now known as “Post-it” pads to great success.

Some psychologists posit that early experiences predispose people to be interested in a certain range of problems. Physicists like Viktor Weisskopf, Max Planck, Werner Heisenbery, and Hans Bethe claim that what inspired them to seek to understand the movement of atoms and stars was the exhilaration they felt at the sight of mountains and the night sky. Curiosity is the indispensible ingredient for creativity. Its nature is not only intellectual but rooted in deep feelings borne out of experiences that require some resolution or a new way of understanding. This appears to point to curious people as the likely candidates for creative leadership.

A deep understanding of a domain is necessary if we want to transform it. It is not possible to be creative without learning what others know; yet creativity arises only when there is dissatisfaction with the knowledge. The Russian composer, Igor Stravinski, understood the fundamentals of classical music intimately, but moved dissonantly away from what was accepted to new and creative contours of music. When he debuted his now famous ballet score, The Rite of Spring in 1913, his dissonant, pulsating and unpredictable music was so offensive that his Parisian audience drowned out the orchestra with their hisses and heckles. Yet, Stravinski’s creative music inspired many twentieth century composers with his radical use of rhythm. Curiosity has to be coupled with discipline for any significant creative contributions to be made. Leaders I know to be creative are absorbed by a domain that they effortlessly navigate and re-interpret the fundamental blocks of the chosen discipline in insightful ways that create previously unthinkable new dimensions.

Howard Gardner, in his study of the major creative geniuses of the twentieth century indicates a proficiency in an ironic blend of convergent and divergent thinking. Convergent thinking is the rational ability at analysis and the cognitive agility to solve problems that have only one correct answer. Divergent thinking is the flexibility that throws up a range of possibilities to resolve a dilemma. It is a creative ability at perceiving unusual associations and to swirl around different perspectives to arrive at an ingenious solution. It is not surprising then, that many creative leaders tend to exude a mischievous playfulness that belies a disciplined and inquiring disposition.

Historically dark epochs, like wars, are the crucibles of creativity. Some have argued that the outstanding breakaways from classical literary, musical, and artistic styles in the twentieth century were an indirect reaction to the disillusionment people felt at the inability of Western civilization to avoid World War I. It is no coincidence that Einstein’s theory of relativity, Freud’s theory of the unconscious, Eliot’s free form poetry, Stravinski’s twelve-tone music, Martha Graham’s abstract choreography, Picasso’s deformed figures, James Joyce’s stream of consciousness prose were all created – and accepted by the public – in the same period in which empires collapsed and belief systems rejected old certainties. It is not surprising then that many creative leaders are tortured in their souls, seared in their memories and scarred in their experience.

Robert Sternberg asserts that creativity is a form of leadership that propels a field forward and influences others, hence his “propulsion model.” In his model, he identifies eight types of creative leaders:

Replicators are those who maintain the status quo. The larger proportion of leaders in human enterprises is in this category.
Redefiners are those who tweak and put a new spin on existing leadership or innovation. This is true in tightly controlled organizations, or in companies with a long history or tradition, where it is difficult to break out of entrenched molds.
Forward Incrementors move the organization further in the direction it was going. Software companies that release improved versions of their existing programs is a sterling example.
Advanced Forward Incrementors refer to those who push the envelope in a field, going further than others are ready to go. The earlier example of Stravinski’s music is a case in point.
Redirectors introduce new and more effective ways of achieving established goals. Henry Ford, in introducing the constant-motion assembly line to manufacture the Model T, is a classic example of a redirector.
Regressive Redirectors or Reconstructors reinvent a previously successful product like Coca Cola’s decision to revive Classic Coke or fashion designers going back to narrow neck ties for men.
Reinitiators who initiate a fresh start for an organization or field that has seen better days.
Synthesizers integrate best ideas from different industries to produce something that meets present needs. The electronic book is a great product that is gaining popularity. It assembles the best ideas from unrelated industries to create something new.

Every leader’s dream is to stimulate creativity in the organization so Gordian knots can be broken and problems resolved. Richard Woodman makes three proposals that leaders can implement to create an environment friendly to creativity. Firstly, he proposes that because “creative behavior… is an interaction of person and situation… norms supporting open sharing of information… (and) risk-taking behavior will enhance creativity… Creativity is reduced by rigid norms that create high conformity.”

Secondly, he suggests that leaders enlist as diverse a team as possible and build participative structures in the organization. He contends that homogenous composition, autocratic leadership and rigid structures tend to suppress creativity.

Finally, he proposes matrix, networking, collateral or parallel structures instead of bureaucratic or mechanistic systems to increase the probability of organizational creativity.

What seems to be the fundamental requirement in increasing the creative amperage in an organization is the wisdom to balance behaviors and motivations of stakeholders. Every leader needs to discern between diversity and self serving individualism, restrictive homogeneity and serving a common vision, corporate success or self promotion. What is most critically required in leadership that will enhance creativity in the organization is wisdom. There is no better place to secure this wisdom than to heed the Wisdom writer, “The fear of the LORD is the beginning of wisdom; all who follow his precepts have good understanding…”(Ps 110:10) We can find the means to resolve the most intractable difficulties from the Original Creator who alone brings something out of nothing.

Peter Chao is the Founder-President of Eagles Communications.

The New International Version of the Bible has been referenced.

References:
Chamberlin, Jamie. 2003. “Considering Creativity: Inspiring the Masses through Creative Leadership”. Monitor on Psychology Vol. 34, No. 10: 50.
Csikszentmihalyi, Mihaly. Creativity: Flow and the Psychology of Discovery and Invention. New York: HarperCollins, 1996.
Gardner, Howard. Creating Minds. New York: BasicBooks, 1993.
Woodman, Richard W. 1995. “Managing Creativity.” In Creative Action in Organizations, ed. Cameron M. Ford and Dennis A. Gioia, 60-65.Thousand Oaks: Sage Publications.