 Lessons to Learn from Great LeadersDavid J. Wilkinson Chapter 8 in The Ambiguity Advantage, 2006, pp 121-140 from Palgrave Macmillan Abstract: Abstract In this chapter we explore the attributes of effective generative leaders that positively contribute to their success in solving problems in ambiguous situations and that allow them to gain the advantage. These lessons include: 1 Knowing the difference between problem types and hence being able to identify current levels of risk, uncertainty, vagueness, or ambiguity to solve problems. 2 Understanding the difference between learning and decisionmaking orientations and knowing which situations to use when. 3 Setting detailed goals and yet leaving the route to achieving them open. 4 Using high levels of emotional intelligence. 5 Seeking out diversity and challenge. 6 Being an incurable and incorrigible learner. 7 Searching for risk, uncertainty, and ambiguity — the places where the highest rewards are. 8 Being able to correctly analyze the different problem types and solve each type. 9 Being a generative communicator. 10 Understanding how to use pull influence and networks to explore ambiguity and create new worlds for others to walk into. 11 The only rules are useful rules. Keywords: Emotional Intelligence; Problem Type; Learning Orientation; Generative Leader; Ambiguous Situation (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-59789-1_8 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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