Developing creative leadership in a public sector organisation

This paper aims to demonstrate the effective development of creative and innovative capability in a rigid bureaucratic public sector environment of an area of the British Transport Police, championed by the Area Commander and informed by extant literature.

The focus is on an intervention that addressed two related issues suggested by extant literature, cognitive blocks to creative thinking and organisational barriers. A diagnostic assessment of the climate for creativity prompted reflection leading to simultaneous interventions, combining supervisory and senior management support with a structured process of creative problem solving focusing on problems generated at a strategic level.

This has proved highly effective. At the end of the first year, five six-week cycles had already resulted in more than 600 new ideas, of which 52 were in the pipeline and 13 had already been endorsed. Few required financial investment and have increased effectiveness and optimised use of resources – literally doing more with less. Evidence is emerging of a climate more supportive of creativity and innovation.

Positive outcomes have significant implications for the enhancement of creativity and innovation through intrinsic motivation. This example has potential for other public service organisations.

Simultaneous interventions across multiple levels are rare. That this has been achieved in a rigid bureaucratic environment public sector organisation adds to the unique value of this contribution.