new leadership paradigm - creative leadership

03.05.2023

NEW LEADERSHIP PARADIGM: Leading young creative people18.3.2016Tuomas Auvinen, Ph.D., EMBA

03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 2

• Leadership responsibility

• BAD LEADERSHIP KILLSCREATIVITY


• My background• MA in Musicology, Helsinki 1995• MA in Arts Management, London 1996• Ph.D. in Arts Management, London 2000• Executive MBA, Helsinki 2007• Head of Arts Management Programme, Sibelius Academy 1999 – 2002• Managing Director, Association of Finnish Theatres 2002 – 2006• Executive Director, Finnish National Theatre 2006 – 2009• Managing Director, Consultant, Creader Ltd 2009 – 2012• Visiting Professor in Cultural Management, Estonian Academy of Music

and Theatre 2002 – 2004, 2011 – 2012• Rector, the Sibelius Academy 2012• Dean, the Sibelius Academy, the University of the Arts 2013 -


• Florida & Goodnight

”The creative class - professionals whose primary responsibilities include innovating, designing, and problem solving. – If you want your company to succeed, these are the people you entrust it to.”



”SAS recognizes that 95 % of its assets drive out of the front gate every evening. Leaders consider it their job to bring them back the next morning.”


• Goffe & Jones:

”How do you manage people who don’t want to be led and may be smarter than you?”

”This clearly creates a problem for you as a leader.”



”Hire hard, manage

soft,

fire hard.”


• Linda A. Hill et al.

“The question is not ‘How do I make innovation happen?’ but, rather, ‘How do I set the stage for it to happen?’ “


•

Antoine de Saint-Exupery

“The way to get people to build a ship is not to teach them carpentry, assign them tasks, and give them schedules to meet: but to inspire them to long for the infinite immensity of the sea.”


• ”Industrialisation hangover”

• New leadership paradigm needed• Leading artists • Leading the creative class • Leading the young generations

• Term: Ken Robinson


• Young ’consumer citizens’

• New ethos: Employers are no longer loyal producers but picky consumers – also at work!

• Good, open and honest human interaction is a basis for great performance

• No correlation between used time and results• People should be treated as people – also at

work! • Halava & Pantzar


• Young ’consumer citizens’• Avoid: Dull, Dirty, Dangerous jobs – 3D• Leadership is given based on natural authority –

not positional power• Expect to be led as individuals• Expect to have a clear goal towards which to aim• Motivation and commitment on a voluntary basis• Require openness and transparency• Do not respect hierarchies

Tuomas Auvinen, [email protected], +358 40 501 2300 1303.05.2023

Skill / will matrix (Max Landsberg)

SK

ILL

WILL

EXCITE

DIRECT

DELEGATE

GUIDE


Greg McKeown:


• Leading creativity

”You cannot manage creativity but you CAN manage FOR creativity.”- Teresa Amabile


• Leadership for creativity• Minimise bureaucracy• Maintain innovative atmosphere – nor just one

source of ideas• Make failure acceptable and even valued• Let creative people follow also their own ideas• Tap into all ideas – not only from the top of the

organisation• Encourage diversity in personnel, backgrounds

and skills• Know when to give freedom and when to control• (Goffe & Jones 2007, Amabile & Khaire 2008)


• Importance of failing

”Thank God for screw-ups. If life adhered to Six Sigma rules, we’d still be slime.” - Gary Hamel


• Three-part solution

How to combine creative freedom and organisational expectations: 1. Enable common vision2. Creative sandbox defines the limits3. ’Lead without leading’ new style of

leadership through people!


• 1) Enable common vision

• Vision not created by the leader alone• Creativity and creative experts help the

vision to emerge• Leader enables and supports the process• ”Creativity takes leadership”


• Linda A. Hill“Direction-setting leadership can work well when the solution to a problem is known and straightforward. But if the problem calls for a truly original response, no one can decide in advance what that response should be. By definition, then, leading innovation cannot be about creating and selling a vision to people and then somehow inspiring them to execute it.”


• 2) Creative sandbox• Creative process needs freedom• Limits of the freedom need to be

defined• ”You can play freely in the sandbox,

but you cannot throw sand out.”


• 3) Creative leadership

• Freedom within the sandbox • Creativity cannot be commanded! • How to lead then?• New style of leadership through people• ’Lead without leading’


Power in leadership

• Positional powervs

• Personal power


• Leadership – demands for self

Classic virtues (Timo Airaksinen)• Courage• Wisdom• Righteousness• Moderation• Benevolence• Truthfulness (TA addition)


• How NOT to lead creativity

• Micromanage• Emphasise bureaucracy and reporting• Measure presence, not results• Use positional power and command• Punish for mistakes• Lead with fear


• New leadership paradigm • Enable common vision and the creative

sandbox• Lead in a new way:

• Trust• Delegate authority• Lead by influencing (personal power)


• Innovation stems from

• CULTURE <– this we can influence!

• CREATIVITY

• INNOVATIONS


• Need for a new leadership paradigm• Work is changing – creativity and

innovation core skills• Passion and engagement influence

productivity• The young generations expect good and

transparent leadership – or will not commit• Top leadership creates the culture –

selection crucial!


• Questions or comments?

new leadership paradigm - creative leadership

Leadership & Management