Креативное лидерство 2.0 (на английском языке)

 
МИНИСТЕРСТВО  НАУКИ  И  ВЫСШЕГО  ОБРАЗОВАНИЯ 
РОССИЙСКОЙ  ФЕДЕРАЦИИ 
Федеральное государственное автономное 
образовательное учреждение высшего образования 
«ЮЖНЫЙ  ФЕДЕРАЛЬНЫЙ  УНИВЕРСИТЕТ» 
Инженерно-технологическая академия 
 
 
 
 
Т. В. КОРСАКОВА 
  
 
 
КРЕАТИВНОЕ  ЛИДЕРСТВО  2.0 
(на английском языке) 
 
 
 
Учебное пособие 
 
 
 
 
 
 
 
 
 
 
 
 
Ростов-на-Дону – Таганрог 
Издательство Южного федерального университета 
2024
 
1 

 
УДК 811.11(075.8)+338(075.8) 
ББК  81.2Англ−92+65.290−2я73 
         К69 
Печатается no решению кафедры менеджмента и инновационных           
технологий Института управления в экономических экологических            
и социальных системах Южного федерального университета                              
(протокол № 25 от 19 июня 2024 г.) 
Рецензенты: 
доктор экономических наук, доцент, зав. кафедрой инженерной экономики 
Института управления в экономических, экологических и социальных            
системах Южного федерального университета Т. А. Макареня 
доктор экономических наук, профессор кафедры экономики                          
и предпринимательства Таганрогского института имени А. П. Чехова                      
(филиал) «РГЭУ (РИНХ)» Д. В. Стаханов 
  Корсакова, Т. В.  
К69        Креативное лидерство 2.0 (на английском языке) : учебное пособие / 
Т. В. Корсакова ; Южный федеральный университет. − Ростов-на-Дону ; 
Таганрог : Издательство Южного федерального университета, 2024. − 
107 с. 
ISBN 978-5-9275-4739-5 
Учебное пособие «Креативное лидерство 2.0 (на английском языке)» 
позволит обучающимся в области проектного управления усвоить инновационные способы лидерской деятельности, овладеть навыками принятия решений и готовностью брать на себя инициативу и ответственность в соответствии с требованиями современного мира. Данное учебное пособие основано 
на новых подходах и инновациях в сфере образования, которые связаны с использованием современных технологий и изменениями в методах обучения, 
что создаёт новые возможности для обучения и самообучения. 
УДК 811.11(075.8)+338(075.8) 
ББК 81.2Англ−92+65.290−2я73 
ISBN 978-5-9275-4739-5 
© Южный федеральный университет, 2024 
© Корсакова Т. В., 2024 
© Оформление. Макет. Издательство  
    Южного федерального университета, 2024
 
 
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CONTENT 
INTRODUCTION …………………………………………………… 
4 
Chapter I 
LEADERSHIP  POTENTIAL  IN  THE  MODERN  CONTEXT …… 
7 
1.1. Creative Leader Role Design …………………………………….. 
7 
1.2. Antifragility in the Era of Change ………………………………... 
18 
1.3. Strategy and tactics of a creative leader ………………………….. 
37 
QUESTIONS  TO  CHAPTER I ……………………………………… 
51 
Chapter II 
PROSPECTS  FOR  DEVELOPING  LEADERSHIP  POTENTIAL .. 
53 
2.1. Team Culture …………………………………………………….. 
53 
2.2. Cross-Functional Communications ……………………………… 
58 
2.3. Modeling the Future vs. Analyzing the Past ……………………… 
71 
QUESTIONS  TO  CHAPTER II …………………………………….. 
76 
Chapter III 
NOTES  IN  THE  MARGINS ……………………………………….. 
77 
3.1. Analysis and Development of Task Map ………………………… 
77 
3.2. A Creative Leader's Goal Sheet ………………………………….. 
82 
3.3. Author's Reviews of Significant Books ………………………….. 
86 
CONCLUSION ………………………………………………………. 104 
ADDITIONAL  READINGS ………………………………………… 105 
 
 
3 

Introduction 
INTRODUCTION 
"It doesn't matter how slowly you go, 
as long as you don't stop." 
 Bruce Lee 
The 21st century continues to introduce a lot of uncertainties into the world 
of business, “black swans” arrive, and the level of fragility of all participants 
increases. A leader must understand that predictions based on past experience 
are useless during times of change. Today's leader into the world of the future 
along the road of a chain reaction of technological progress, which always leads 
to enormous upheavals and opportunities, is accompanied by at least six pilots: 
Digitalization (transition to digital media), Deception (deceptiveness, suddenness), Disruption (destruction of old principles, products and markets), Demonetization (refusal of payment, price reduction), Dematerialization (refusal of 
material media) and Democratization (simplification of access to technologies 
and goods and price reduction again). 
But, if the future is different, then it will have completely different models 
of success and professionalism. Business futurists and organizational development specialists argue that this is true and suggest testing yourself against a 
four-level skill model. In the past, to perform well, it was enough to have specific or contextual skills: to be able to drive a tractor, to apply sutures, or to 
enter data into a computer. These skills are the easiest to create and restore, 
they are easy to automate, and as a result, they are cheap. They will provide 
their owner with a competitive advantage in the labor market for several 
months or years. Next come cross-contextual or cross-subject skills - for example, the ability to write good letters or argue your position or time management skills. These skills remain relevant for several years or decades. Next 
come the meta-skills: logical-cognitive or emotional intelligence; the ability to 
think critically and creatively; and skills of effective behavior in situations of 
high uncertainty. These skills also remain relevant for several years or decades. 
And, finally, existential skills are supporting structures that determine a person’s behavior “throughout life.” Here is willpower, the ability for emotional 
self-regulation, the ability for introspection, internal psychological stability, 
and much more. 
4 

Introduction 
The question arises, what should a creative leader do with all this? Well, at 
a minimum, consider a holistic personal development strategy for yourself and 
your subordinates. And perhaps rework important decisions − for example, 
change your investment structure (time, effort, money for training) in narrow 
professional contextual skills / meta-skills / existential competencies, or use 
“simple” tips about: 
• Managers can communicate with each other more easily and effectively.  
• Marketing departments can increase customer trust and loyalty by using 
simple, succinct, and imaginative language in corporate communications.
• Companies can create more desirable products and services by learning 
to balance the functionality of solutions/the cost in units of time/attention. 
• Training and internal communications professionals can make it easier 
for their users to decode correctly information through text, visual, or mnemonic means.  
If a leader is determined to seize the windows of opportunity, they can't 
afford to sell poorly, resolve issues slowly, and pay for training materials that 
don't help people do a better job. Fast, cheap, most accurate transfer of information is his anti-crisis remedy, and the key to a better future. 
In other words, a change in the design of management plans is necessary. 
We are talking about the contrast between something unique, created to solve 
one problem with its specific characteristics (here we use the word “design”) 
and something put on a conveyor belt, or template (the word “algorithm” is 
suitable here). This is how the authors of the book “Think Like a Designer: 
Design Thinking for Managers” Zhanna Lidtka and Tim Ogilvy write about it: 
“...scientists research to find explanations for what already exists today, designers invent tomorrow − create something that does not exist: a magnificent park, 
an iconic bridge, an innovative business model, and they all share fundamental 
design principles: don't let imaginary constraints get in the way of your imagination; try to understand as deeply as possible those for whom you work; look 
for opportunity, not perfection."1 
We will use this term in the following context: 
 
1 Lidtka Z., Ogilvy T. Think Like a Designer: Design Thinking for Managers. Litress, 
2014. − 275 p. 
5 

Introduction 
“Of course, I will show you a ready-made plan as an example, but you 
understand that every change project requires a unique communication design.” 
“An effective business strategy can be aimed at both increasing margins 
and increasing turnover, both at developing personnel and at replacing personnel with technology... a matter of design!” 
“We cannot say that authoritarian management methods are good and democratic methods are bad, or vice versa... you need to look at the holistic design 
of the management system...”
The first chapter of the textbook “Leadership Potential in the Modern 
Context” presents the concept of transition from the functional position of a 
manager to the position of a creative leader; ways to develop anti-fragility 
skills, strategy, and tactics of modern leadership. The second chapter of the 
textbook “Prospects for the Development of Leadership Potential” is devoted 
to the issues of building a team culture, cross-functional communications, and 
modeling the future. The third chapter, “Notes in the Margins,” presents methodological materials on systematizing the goals of a creative leader, analyzing 
and setting goals for development, as well as the author’s analysis of significant modern books on leadership. Materials for additional reading on the topic 
of the course are presented.
 
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1.1. Creative Leader Role Design 
Chapter I 
LEADERSHIP  POTENTIAL                                                   
IN  THE  MODERN  CONTEXT 
1.1. Creative Leader Role Design 
The transition from the functional position of a manager to the position of 
a creative leader is marked by the need to replace a mono-view of his position 
in the organization (in one direction, in-depth, when he knows his function well, 
even from a managerial role), with a view (this is not so much about depth, but 
about its connection with others). This is a much more comprehensive view of 
a specific business, a perspective while preserving the areas that are important 
for this business. That is, it is necessary to form a holistic view of the system. It 
is quite difficult to cover the entire system at a glance, so we will use the wellknown terms “Front-end” and “Back-end” to describe the external and internal 
perimeters of the system.
A creative leader needs to ensure an understanding of the relationships, and 
not just on a plane, but at a new level of synthesis. Front–end – that with which 
subjects of the environment external to the organization interact; Back-end is 
what happens in a field invisible to consumers. One is impossible without the 
other because processes of interaction with consumers cannot occur without internal processes occurring in the organization.  
Moreover, all internal relationships must be strongly reinforced by the relationship between these two poles. There is something that an organization 
wants on the Front End and something that it needs to invest in on the Back End. 
So, Front – end: 
1. Business goals. Any business system must be expedient. It functions to 
achieve goals. Goals can be set more or less successfully, correctly, competently, and effectively. An indicator of correctly set goals is the presence of 
metrics and indicators. For example, if the goal sounds like “Implement a project approach” and no metrics or indicators are presented, then it is not clear 
what event will mean that the goal has been achieved. The achievement of a 
goal can only be indicated using metrics - quantitative indicators, or indicators − 
“yes”, “no”, “happened”, or “did not happen”. 
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Chapter I. Leadership Potential in the Modern Context 
− Goals must be known, but not only that, they must be understood. There 
is a certain fashion for management formulations: “The goal of our business is 
to develop competitive advantages that are difficult to copy.” Everyone nods, 
but do they understand this formula? Will they be able to participate in its 
implementation? Who should know about this goal? Where did these goals 
come from? Maybe the first person developed it, or maybe some team? What 
are the reasons for setting such goals? Good business goals fall into a space 
where they are still realistic, but already ambitious. Or they are already realistic, but still ambitious. Overlay is necessary because setting realistic goals is 
not difficult (doing the same thing you did yesterday goes well), setting ambitious goals (flying to Mars) is not difficult, but it is difficult to get into space 
of combination.
CHECKLIST on setting business goals 
What are normal goals? Test questions: 
1. Are your business goals defined? Are metrics and indicators as-                  
signed? 
2. Are they communicated to everyone who needs to know about them?  
3. Is it possible for those for whom the goals are important to participate 
in their development? 
4. Are your goals ambitious enough?  
5. Are they realistic enough? 
2. Knowledge about reality. It’s easy and pleasant to set business goals in 
a vacuum, but a creative leader is not in it. Reality is also described by metrics. 
Reality can be different: economic reality, social reality, demographic reality, 
competitive reality, etc. 
Ideas about reality can be created in different ways: purchasing specialized 
research from research centers, conducting it yourself, and trusting expert assessments. Expert assessment, of course, is quite subjective, and reality is very 
complex, but if you ask experts the right questions, then quite a lot will turn out 
to be true. But the most important thing is to take this expertise into account 
when setting business goals (this is again about ambition and realism). You can 
come up with a wonderful, unique product, but are there really enough customers who will want to buy it? 
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1.1. Creative Leader Role Design 
CHECK LIST according to reality 
1. How much do you know about the economic (social, demographic, technological, competitive...) situation around you? 
2. Is this knowledge based on objective information or expert judgment? 
3. Do you keep a “Diary of Wildlife Observations”? Buying research? Conducting Voice of the Customer programs? Do you collect and systematize internal expertise? 
4. How often do you align your business goals with environmental monitoring results? Do you think this is enough? 
Clients. Reasoning about business goals, adjusted to the knowledge of 
reality, logically leads the creative leader to decisions about what client segments will be. 
CHECKLIST by client audience 
1. How clear are your customer insights? Is this representation the result 
of experience in current works with clients or a logical modeling? If the latter, 
how can the model be tested empirically? 
2. Has it been proven (logically or practically) that in the current situation, 
there are the right clients? Or are they ENOUGH? 
3. Is the REPLACEMENT RATE satisfactory for the client audience? 
Does it align with business goals? 
 4. How regularly/in-depth does customer research take place? Has a desk 
analytics system been built or is field work being carried out? 
All these answers must be correlated with knowledge of reality. All the 
previous points are very interconnected: thought circulates back and forth, in a 
circle and back (Fig. 1).  
4. Products. The next element that appears in a holistic business system. It 
is important to understand the relationship between clients. These transactions 
must take place when several parameters match. 
Transaction parameters: 
• Price – affordable + accurate information. The price, on the one hand, 
should fit into the client’s wallet (as we modeled it, and this coincided with the 
presentation in reality) and this is quite good, but it should also inform about 
the product. It may be accessible, but at the same time misinformative and inadequately low. 
9 

Chapter I. Leadership Potential in the Modern Context 
 
Fig. 1. Relationships at the intermediate stage 
•  Quality – expressed in customer benefits, not in features. The quality is 
also adequate. It also needs to be looked at in a stereoscopic way (from different 
angles): the product should be fairly well executed, but while covering customer 
benefits, there is no need to include much more expensive components if this 
does not improve quality. Here we are talking about sufficiency. 
• Service – at the level of expectations + providing price elasticity, but 
not exceeding marginal utility. Service is not good or bad, service can be at 
the level of expectations, higher or lower. Is it worth making the service 
higher? Each completed unit of service costs something; does this additional 
expenditure still make it possible to achieve business goals? There is also an 
important connection between Business goals and Products (after all, a decision is made about what products there will be to achieve business goals. But, 
after all, the product that goes into production eats up the margin. We ask ourselves the question: Does every additional ruble, invested in production, bring 
the same amount of benefits in the form of customer loyalty, and an increase 
in the average bill?) I would like the service to provide price elasticity: when 
the price rises a little, the client decides. That he will still buy the product and 
come to the company. But, beyond the limits of usefulness, when the client is 
already happy, and each new unit of service does not make him even happier, 
it is better not to go beyond this level. 
10