By J. Fiona Peterson
Via genuine tales, the writer indicates how she made inventive connections in development her personal wisdom on current and previous adventure, with mirrored image on how perform should be superior with a transparent specialize in collegiality and strategic results. This method displays the 5 inventive management signposts that she explains and illustrates through the booklet.
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Extra info for Creative Leadership Signposts in Higher Education: … Turn Left at the Duck Pond!
The book culminates in making explicit a strategic roadmap that I have found very helpful for creative leadership. I have also realised that this roadmap can be used to guide both creative leadership practice and development. My ideas have certainly been emergent. It was comforting and quite a relief to discover that it is normal for all this to come together retrospectively through scholarly reflection, to make sense of what has already happened and to inform future thinking. Michael Fullan says that the “most effective leaders use practice as their fertile learning ground.
In my experience, it 39 CHAPTER 3 is important for leaders to acknowledge the potentially positive (or negative) influence of relationship management for shared understanding. But it is particularly important to recognise that knowledge sharing and interpretations are influenced by our perceptions of who is sharing the knowledge, what they are sharing, why, and so on (Wang & Noe, 2010). The need to anticipate differences in interpretation is explained further as follows: Although under certain circumstances tacit knowledge can become explicit, it is perhaps more accurate to say that even then only part of what is tacit is made explicit.
I also explore professional development for leadership, particularly creative ways to reflect deeply on workplace practice for continuous learning and improvement. Sue Clegg’s work on academic identities springs to mind here as another incentive for me to explore, learn from, and share my experience with you. 343). I have kept this in mind while attempting to learn more about how to reconcile ‘self leadership’ and the ‘social identity’ approach to leadership, with my own development as an analytical and strategic leader, to achieve change.