It involves a holistic approach to leadership, balancing the head, heart, and hands* to reinvent, enrich and innovate the organisation. The language and mindset of a generative leader shifts from exploit to uplift, extract to care, execute to empower, thus introducing a new corporate vocabulary and way of thinking.
To become a generative leader, one must reimagine and reinvent the enterprise modus operandi, reevaluating the essence of products and services, and the equilibrium of priorities. This journey requires acknowledging the negative and positive feedback loops, the conduits of information and resources, alongside the incentive structures and paradigms that shape behaviours and power dynamics.
In reimagining the organisation, what is emerging from our work is that by far, the most significant source of influence for generative leaders is shifting organisational incentives and paradigms alongside the ensuing identity and culture.
As aspiring generative leaders, we will be embracing and honing our own leadership traits to span across the elements of heart, head, and hands. However, we must additionally uplift our capability and capacities to understand and shape complex systems to comprehend and strategically intervene intricately.
