Linking brain science and educational research, generative leadership is an innovative approach that taps into an organization's collective intelligence to spur. What is generative leadership and who are generative leaders? Klimek, Ritzenhein and Sullivan (, 2) define this type of leadership as “an approach to. A new concept of leadership for today′s educational needs! Generative leadership is an innovative approach that taps into an organization′s collective.
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They serve millions of generative leadership every year, meeting diverse needs of local communities. These institutions are charged with ameliorating a plethora of social and economic challenges with funding sources that decrease every year.
People who work at community colleges feel the tensions that arise from being so many things to so many generative leadership. So what should, or can, community college faculty members, staff members, and administrators do to address these challenges?
The Benefits of Generative Leadership in Community Colleges
This paper describes how faculty, staff, and administrators can work toward a generative model for learning, generative leadership, organizing, and leading to effectively meet the dynamic demands of students—as well as other stakeholders—and to provide a framework for personal and college-wide growth generative leadership learning and innovation.
What Is Generative Leadership?
- About the Author
What is generative leadership and who are generative leaders? Anyone within an organization has the potential to lead, learn, teach, think, organize, and collaborate generative leadership generative principles in practice.
The generative leader asks us to reconsider what we have taken for granted but also asks us to go one step further by asking all stakeholders to use their combined energy and creativity to seek alternatives and prospects for the future.
When a person, no matter his or her position, questions the generative leadership quo, there will be opposition from others who benefit from the status quo generative leadership who are simply reluctant to change their ways of doing and thinking, even if they, too, could benefit from making changes.
Inertia is a powerful force—and one not to be underestimated. The generative leader seeks opportunities to tap the creativity and intelligence of even those who are reticent to generative leadership innovative action to tackle complex problems.
In addition, the generative leader recognizes that organizations are dynamic, living systems, and, to create new constructs and possibilities, this leader puts into action collaborative decision-making and idea-generating models, recognizing that every individual is an integral element to the living system.
Central to this endeavor is creating environments where innovation is not only encouraged but is seen as a driving factor in everything one does generative leadership the institution. For an educational organization, meaningful learning is the focus of innovation. Although these ideas sound good on paper, one may ask about their generative leadership because many institutions tend to be reactive and present-centered rather than proactive and present- and future-centered.
An established culture at any organization has a significant amount of influence on those who work, interact with, and learn there.
Those who believe generative leadership is generative leadership passing trend are correct if there is not a real commitment to creating positive change that will not only make colleges better learning institutions, but also better places at which to work.
This creates a sense of identity for the generative leadership. So many community colleges have the same worn-out mission statements about preparing students for future careers in a generative leadership world. Yes, this is a part of our mission, but we should also ask questions about how these mission statements will shape our identities internally and externally as presented to the outside world.
The Benefits of Generative Leadership in Community Colleges | Leadership |
Mission statements should include generative leadership dynamicity of our institutions and how they prepare generative leadership, because resilience is essential to success in our current and future economic, social, and political climates.
Living systems such as colleges and people must be able to respond appropriately to change because it is constant. This is not an argument for simple reactionary processes but rather forward-thinking preparation for change.
How can we do this when changes are often unpredictable?