Leadership Theory: Design Centred Leadership And Design Thinking

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Design centred leadership and design thinking mean leading design and the business by design where creativity and innovation are the main players, which help the organisation to build up vision, finding the solutions, and achieving the organisation’s objectives (Muenjohn et al., 2013). While Burgoyne (2010: 43; cited in Roe, 2014, p.304) describes the leadership development as “in the widest sense involves the acquisition, development and utilization of leadership capability or the potential for it”. In other words, the organisation can improve its leaders by identifying the leadership capability in its current or prospective workforce (Roe, 2014). In addition, according to Vicere and Fulmer (1997), focusing leadership development
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Schriesheim, Tepper and Tetrault (1994) regarded this model of leadership might be as problematic. However, Fiedler’s theory suggests that the leaders can concentrate on task oriented or relationship oriented style (Palestini, 2009).
Mintzberg (1973, cited by Carmichael, Collins, Emsell, & Haydon, 2011, p.22) suggests that leaders need to have their own internal leadership; a transformational theory relationship of effective leaders are being debated increasingly (Storey, 2011), which help the organisation implement design leadership. This theory deliberately guide the leaders to consecrate on educating themselves and continuing to grow and develop in order to meet the challenges of the changing world under design centred leadership.
In general, a number of organisations consider that the knowledge in an organisation is using the metaphor of a funnel. Martin (2009) describes design thinking is the form of thought that allows movement along the knowledge funnel which includes three steps as mystery, heuristic and algorithm. It helps the organisations both enhance and implement design thinking and design leadership and as said by Martin (2009, p.24), generate the leap through the stages of current
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Palestini (2009) states that the organisations should put the above in situations that fit with their style. Fiedler (1987, cited in Palestini, 2009) said that fix the situation into the design leadership in organisations but it usually changes an individual’s or collective’s leadership style to support design leadership is usually easy to say but difficult to practice. Visibly, there are some criticisms of the Fiedler theory. Fiedler believed that changing the leadership style to develop people to provision design leadership carries the challenges of the leaders to develop the most effective solution because the changes of tasks, relationships and positions with a fixed leadership

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