Creative Leadership, Ego and the Conscious Society

In an era where out-size, narcissistic business leaders are treated like rock stars, with the requisite cult followings, of course, elevating humility as an essential trait for creative leaders may seem quaint, even a bit anachronistic. Yet, humility and the ability to admit error may be two of the most important qualities a truly creative leader must have.

Creative leaders must be more than big personalities if they hope to lead successful organizations. They must be deeply in tune with human behavior, and, most critically, understand who they are and what motivates them to success and what precipitates their failures.

One of the central precepts of our new theory of Creative Leadership is that by embracing humility, creative leaders advantage their organizations and themselves. Moreover, leaders must not only recognize their failures but also acknowledge them publicly. In being wrong, they can find both authenticity and opportunity.

Yup!  There is a distinct difference between confidence and competence.

The irony is, we’re more likely to buy in to confidence than we are to competence – it’s a genetic thing.

Despite this, inflated egos come at the expense of innovation, the essence of creativity.  Therefore, the extremes of confidence foster “creative destruction” – leaving room for new, less aggressive and more strategic personalities to rise in their wake.

Boom and bust; ebb and flow.  It’s like a big, repetitive circle.

Makes you think, doesn’t it?