How successful leaders think

Citation

Martin, R. (2007), "How successful leaders think", Strategic Direction, Vol. 23 No. 11. https://doi.org/10.1108/sd.2007.05623kad.006

How successful leaders think

How successful leaders think

Martin R. Harvard Business Review, June 2007, Vol. 85 No. 6, Start page: 60, No. of pages: 7

Purpose – To describe an approach for developing creative solutions to complex problems. Design/methodology/approach – Suggests that rather than studying the actions of successful leaders in hopes of emulating their success, it would be more useful to examine the way that they think. Suggests that many leaders develop a habit of thought referred to as “integrative thinking”. Explains that integrative thinking makes use of conflicting ideas, bringing together elements from opposing models of the situation and synthesizing them into a new and better approach. Compares the cognitive processes associated with conventional and with integrative thinking. Observes that whilst conventional thinkers make “either-or” choices and settle for the best available option, integrative thinkers creatively resolve tensions among opposing ideas and generate innovative outcomes. Describes the distinctive approach that integrative thinkers take to the four steps involved in reaching a decision: determining salience; analysing causality; envisioning the decision architecture; and achieving resolution. Argues that integrative thinking is a habit of thought that can be consciously developed in order to arrive at solutions that would not otherwise be evident. Practical implications – Tells the story of how Red Hat resolved a strategic dilemma and achieved successful growth by combining elements of the traditional free-software and proprietary-software models to create a corporate market for the Linux operating system. Originality/value – Proposes a different approach to management decision-making.ISSN: 0017-8012Reference: 36AN893

Keywords: Cognition, Creative thinking, Decision making, Leadership, Problem solving