In today's world, national leaders have immense power to make decisions affecting millions of lives, both domestically and internationally. Yet questions about the performance of these leaders, and specifically what psychological or external factors determine whether they will be innovative and effective or will muddle through, have received surprisingly little attention. An introductory section presents main themes in the study of innovative leadership and in addition reviews the existing, inadequate state of our knowledge. The two subsequent sections further explore the basic questions through case studies of leaders in democratic systems and in transitional or authoritarian systems. By looking at the individual records of such major twentieth-century leaders as De Gaulle, Adenauer, Gandhi, Gorbachev, Sadat, and several American presidents, the authors contribute fresh insights about the particular leaders, consider how the type of system in which they functioned enhanced or constrained their innovativeness, and shed light on the broader questions of what factors encourage or inhibit successful innovation in the international sphere.

In today’s world, national leaders have immense power to make decisions affecting millions of lives, both domestically and internationally. Yet questions about the performance of these leaders, and specifically what psychological or external factors determine whether they will be innovative and effective or will muddle through, have received surprisingly little attention. An introductory section presents main themes in the study of innovative leadership and in addition reviews the existing, inadequate state of our knowledge. The two subsequent sections further explore the basic questions through case studies of leaders in democratic systems and in transitional or authoritarian systems. By looking at the individual records of such major twentieth-century leaders as De Gaulle, Adenauer, Gandhi, Gorbachev, Sadat, and several American presidents, the authors contribute fresh insights about the particular leaders, consider how the type of system in which they functioned enhanced or constrained their innovativeness, and shed light on the broader questions of what factors encourage or inhibit successful innovation in the international sphere.

This book focuses on the process of creating and educating innovation leaders through specialized programs, which are offered by leading academic schools. Accordingly, the book is divided into two parts. While the first part provides the theoretical foundations of why and how innovation leaders should be created, the second part presents evidence that these foundations can already be found in the programs of ten top-level universities. Part one consists of six chapters following a rigorous plan of content development, addressing topics ranging from (1) innovation, to (2) the settings where innovation occurs, (3) innovation leadership, (4) the need to change education, (5) a taxonomy of advanced educational experiences, and (6) cases of positive vs negative innovation leadership in the context of complex problems. Here the authors show that a new kind of innovation leadership is urgently needed, how it can be created, and how it is put into action. The second part is a collection of invited chapters that describe in detail ten leading academic programs: their objectives, curricular organization, enrollment procedures, and impact on students. Selected programs include four North American institutions (Stanford’s d.school, Harvard’s Multidisciplinary Engineering Faculty, Philadelphia University, OCAD’s Master of Design on Strategic Foresight & Innovation), five European institutions (Alta Scuola Politecnica of Milano and Torino, the EIT Master Program, Paris’ d.school, Brighton’s Interdisciplinary Design Program, Aalto University) and the Mission D program at Tongji University in China. The book is dedicated to all those who recognize the need to provide stimuli regarding innovation and innovation leadership, primarily but not exclusively in academia. These include, but are not limited to, professors, deans and provosts of academic institutions, managers at private organizations and government policy-makers – in short, anyone who is engaged in promoting innovation within their own organization, and who feels the need to expand the intellectual and practical toolbox they use in this demanding and exciting endeavor.

Using in-depth research on famous leaders, this book explores how their life experiences fundamentally shape the reasons why nations go to war.

How do reputations form in international politics? What influence do these reputations have on the conduct of international affairs? In Reputation for Resolve, Danielle L. Lupton takes a new approach to answering these enduring and hotly debated questions by shifting the focus away from the reputations of countries and instead examining the reputations of individual leaders. Lupton argues that new leaders establish personal reputations for resolve that are separate from the reputations of their predecessors and from the reputations of their states. Using innovative survey experiments and in-depth archival research, she finds that leaders acquire personal reputations for resolve based on their foreign policy statements and behavior. Reputation for Resolve shows that statements create expectations of how leaders will react to foreign policy crises in the future and that leaders who fail to meet expectations of resolute action face harsh reputational consequences. Reputation for Resolve challenges the view that reputations do not matter in international politics. In sharp contrast, Lupton shows that the reputations for resolve of individual leaders influence the strategies statesmen pursue during diplomatic interactions and crises, and she delineates specific steps policymakers can take to avoid developing reputations for irresolute action. Lupton demonstrates that reputations for resolve do exist and can influence the conduct of international security. Thus, Reputation for Resolve reframes our understanding of the influence of leaders and their rhetoric on crisis bargaining and the role reputations play in international politics.

This book represents the synthesis of twenty years of consulting. It integrates best practices from consulting firms, colleagues, and clients. I would first like to acknowledge Accenture and PricewaterhouseCoopers for providing practical opportunities for me to learn and build strong skills in consulting, organizational change, large-scale systems change, and strategic thinking, among many others. It was this solid foundation that allowed me to create this methodology. As a theoretical foundation, I worked with or studied the work of many thought leaders in the fields of leadership development, developmental psychology, integral theory, and others. The theoretical giants on whose hard work we built the Innovative Leadership and Organizational Transformation models include: Terri O'Fallon, Ph.D., Susanne Cook-Greuter, Ph.D., Hilke Richmer, Ph.D., Roxanne Howe-Murphy, Ed.D., and Peter Senge, Ph.D., Cindy Wigglesworth Ph.D., and Ken Wilber. These leaders shared not only their theories, but ongoing guidance and encouragement helping to create a solid framework that is comprehensive and theoretically grounded.

This contributed volume provides new approaches, fresh ideas, valuable insights, and latest research in leadership—from strategic business (model) innovation to system design and humanity—and is a knowledge source and inspirational guide for scientists and practitioners alike.A key theme is the provision of an integrated perspective on leadership in strategy and communication which allow (senior) leaders, managing di-rectors, project managers, and individuals to (1) better link strategic busi-ness innovation and leadership and (2) shift to the new human self-lead-ership paradigm and in particularly leadership advances that consider ideas from multiple disciplines and transgenerational views. That includes a new understanding about knowledge, learning and change and how leaders re-discover and develop their human abilities, which include intui-tion/strength, balance and clarity, projection-reflection, and wisdom.This volume also makes an important contribution to the evolving aca-demic domain by providing the latest insights on trauma research, DNA healing, system (re)design, and growth & abundance mindset in the ad-vanced co-creation age.