باوردی
- 1. Topic 4 Leadership: Intelligence and Creativity
- 2. How do Intelligence and Creativity Affect Leadership?
- 3. Cognitive Ability and Knowledge of Business Leaders need to have cognitive ability to formulate suitable strategies, solve problems, and make correct decisions Effective leaders have knowledge about the company, industry, and technical matters SUPER
- 4. Intelligence Intelligence is a person’s all- around effectiveness in activities directed by thought. Intelligence is relatively difficult to change. Intelligence can be and is modified through education and experience.
- 5. Intelligence and Leadership Intelligent leaders: Are faster learners. Make better assumptions, deductions, and inferences. Are better at creating a compelling vision and developing strategies to make their vision a reality. Can develop better solutions to problems. Can see more of the primary and secondary implications of their decisions. Are quicker on their feet than leaders who are less intelligent.
- 6. Theories assessing the nature of intelligence: Intelligence is a unitary ability. Intelligence involves a collection of related mental abilities. Intelligence is based more on the process by which people do complex work rather than the number of mental abilities.
- 7. The unitary view The unitary view is founded on findings early in this century that individuals’ scores on different types of intelligence were all positively correlated – a person doing well on a vocabulary test was likely to do well on a memory or numeric reasoning test and vice versa.
- 8. The multiple intelligence’s view The multiple intelligence’s view is based on common observations of people and finds that every person possesses linguistic, musical, logical- mathematical, spatial, bodily- kinesthetic, intrapersonal, and interpersonal intelligence.
- 9. Sternberg’s Triarchic Theory of Intelligence Analytic Intelligence Practical Intelligence Creative Intelligence
- 10. Cognitive Resource Theory Concerns The apparent dichotomy between intelligence and experience: Research showed not only that many leaders were both intelligent and experienced, but also that they would fall back on their experience in stressful situations and use their intelligence to solve group problems in less-stressful situations. The leader’s ability to tolerate stress: Leaders may do well in high-stress situations even when they lack experience because of their inherent ability to handle stress.
- 11. Copyright © Houghton Mifflin Company. All rights reserved. 2–11 Cognitive Factors Cognition refers to the mental process or faculty by which knowledge is gathered Leaders must have problem-solving and intellectual skills to effectively gather, process, and store essential information Six cognitive factors related to leadership effectiveness have been identified
- 13. The WICS Model of Leadership in Organizations This model of leadership encompasses and synthesizes wisdom intelligence, and creativity to explain leadership effectiveness
- 14. Copyright © Houghton Mifflin Company. All rights reserved. 2–14 The WICS Model (cont’d) According to the WICS model, a leader needs the following for the successful utilization of intelligence: Creative skills to generate new ideas Analytical skills to evaluate whether the ideas are good ones Practical skills to implement the ideas and to persuade others of their value.
- 15. Implications for Leaders Research has shown that leaders tend to be somewhat more intelligent than others in their groups. Nevertheless, intelligence alone is no guarantee a person will be a good leader, and extremely intelligent people may have a difficult time communicating with followers.
- 16. Intelligent people do not always make successful leaders and sometimes can make quite a mess out of their lives. In his book, Intelligence Applied, Sternburg (1986) described some of the reasons why smart people fail, which include:
- 17. Sternberg’s “Why Smart People Fail”: Lack of Motivation Lack of Impulse Control Lack of Perseverance Fear of Failure Inability to translate thought into action Too Little or Too Much Self- Confidence Inability to See the Forest for the Trees Distractibility and Lack of Concentration Indecision Procrastination Inability to Complete Tasks Spreading oneself too thick or thin
- 18. Leaders and Stress: Cognitive Resources Theory Leaders with higher experience but lower intelligence perform better under high stress conditions, while leaders with lower experience but higher intelligence will do better under low stress conditions. The best leaders are often smart and experienced.
- 19. Emotional Intelligence and Leadership Emotional Intelligence is: A group of mental abilities that help people to recognize their own feelings and those of others. Another way of measuring human effectiveness and a set of abilities necessary to cope with daily situations and get along in the world. The degree to which thoughts, feelings, and actions are aligned.
- 20. Implications of Emotional Intelligence People can be extremely ineffective when their thoughts, feelings, and actions are misaligned. Leaders who are thinking or feeling one thing and actually doing something else are less effective in their ability to influence groups toward the accomplishment of their goals. When recognized and leveraged properly emotions can be the motivational fuel that help individuals and groups to accomplish their goals. Some researchers believe that emotional intelligence is more important than intelligence when it comes to leadership success. It appears that EQ attributes would be difficult to change as a result of training intervention.
- 21. Components Of EmotionalComponents Of Emotional IntelligenceIntelligence Self-awareness Managing emotions Self-motivation Empathy for others Interpersonal skills
- 22. Emotional Intelligence What’s your Emotional Quotient? EQ Handout
- 23. Limitations Of EQ Literature Research does not indicate that EQ is more important than intelligence in leadership. Few EQ researchers have acknowledged the existence of personality-leadership effectiveness research. If the EQ attributes are essentially personality traits, then it is difficult to see how they will change as a result of a training intervention.
- 24. Organizational Creativity Leaders should remember that their primary role is not so much to be creative themselves as to build an environment where others can be creative. Research has shown that people tend to generate more creative solutions when they are told to focus on their intrinsic motivation for doing so rather than on the extrinsic motivation. Leaders may want to hold off on evaluating new ideas until they are all on the table, and should also encourage their followers to do the same. Leaders who need to develop new products and services should try to minimize the level of turnover in their teams and provide them with clear goals.
- 25. Creativity and Leadership Organizations not only solve problems which require the use of proven procedures; they must apply innovative solutions to unexpected situations.
- 26. What is Creativity? Also known as divergent thinking, creativity involves seeing things from a new perspective. Intelligence is a necessary but not sufficient condition for creativity. Tests of creativity have many possible answers and have no hard and fast standards for judging responses.
- 27. The Components of Creativity Creativity is composed of expertise (knowledge base from which to generate solutions), imaginative thinking (ability to recognize new connections or patterns), and intrinsic motivation (interest or satisfaction in solving the problem for its own sake).
- 28. Blocks to Creativity Lack of technical expertise ,concern about evaluation of ideas, focus on extrinsic motivation, and lack of autonomy may stifle creativity.
- 29. Steps for Improving Creativity Look at things from as many perspectives as possible. Use analogies (synectics technique) or pictures. Use power relationships constructively to enhance creativity. Be receptive to new ideas, encourage open expression, reward successes, and empower followers. Form diverse problem solving groups.
- 30. Implications for Leaders Being a good leader in today’s dynamic environment means being creative or at least stimulating and nurturing creativity in others. A clear vision of the goal or goals is needed in managing creativity.
- 31. Characteristics Of Creative LeadersCharacteristics Of Creative Leaders Perseverance when facing obstacles Self-confidence Willingness to take risks Willingness to grow and openness to new experiences Tolerance for ambiguity
- 32. Creativity and Innovation Creativity is the production of novel and useful ideas Innovation refers to the creation of new ideas and their implementation Organizational creativity is the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system
- 33. Steps in the Creative Process
- 35. Componential Theory of Individual Creativity Creativity takes place when three components join together Expertise: the necessary knowledge to put facts together Creative thinking: the ability to imaginatively solve problems Task motivation: persevering or sticking with a problem to a conclusion
- 36. Outside the Box Thinking A box in this sense is a category that confines and restricts thinking. A creative person is not confined to a box, but sees opportunities outside the box. A box in this sense is a category that confines and restricts thinking. A creative person is not confined to a box, but sees opportunities outside the box.
- 37. Organizational Methods to Enhance Creativity Systematically collecting fresh ideas Brainstorming Using the pet-peeve technique Using the forced-association technique Equipping a kitchen for the mind Engaging in playful physical activities
- 38. Leadership Practices for Enhancing Creativity 1. Intellectual challenge 2. Freedom to choose the method 3. Ample supply of the right resources 4. Effective design of work groups 5. Supervisory encouragement 6. Organizational support 7. Having favorable exchanges with creative workers 8. Leaders as talent magnets
- 39. Methods of Managing Creative Workers Give creative people tools and resources that allow their work to stand out Give creative people flexibility and a minimum amount of structure Give gentle feedback when turning down an idea Employ creative people to manage and evaluate creative workers
- 40. Leadership Initiatives to Enhance Innovation Continually pursue innovation Take risks and encourage risk taking Acquire innovative companies Avoid innovation for its own sake Loose-tight leadership enhances creativity and innovation Integrate development and production Encourage people across divisions to share ideas
- 41. Summary A creative leader brings forth ideas for things that did not exist previously The creative process involves five steps: opportunity or problem recognition, immersion, incubation, insight, and verification and application
- 42. Summary (cont’d) Creative people have five distinguishing characteristics: knowledge, intellectual ability, personality, and passion for the task and the experience of flow Creativity requires overcoming traditional thinking There are several organizational and self- help techniques to enhance creative thinking and problem-solving
- 43. Summary (cont’d) Effective leadership requires establishing a climate conducive to creative problem-solving Special attention should be paid to managing creative workers Leaders can enhance innovation through several initiatives