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September/October 2005
Relying on formulas and the tried and true is not an unreasonable approach for a leader to solving a problem. But solving many of today’s complex problems – and ultimately, outflanking the competition -- requires creative leadership. Specifically, today’s leaders need to develop a new set of competencies that include paying attention, personalizing, imaging, serious play, collaborative inquiry, and crafting.
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About the Authors
Charles J. Palus
Charles J. Palus is a senior faculty member at the Centre for Creative Leadership, Greensboro, North Carolina. He leads research projects in the development of leadership cultures and shared leadership practices.
David Magellan Horth
David Magellan-Horth is a senior faculty member at the Centre for Creative Leadership. He is Co-President of the Creative Problem Solving Institute.
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