• Explain and defend a position on why and how arts- and design- based practices matter to the creation of business value
• Describe and differentiate between the design and management of visionary-led and collectively-driven creative group processes
• Discuss key concepts and theoretical perspectives related to team leadership in creative endeavours.
• Make strategic decisions regarding the application of arts and design-based methods to innovation objectives and entrepreneurial ventures.

Entrepreneurial endeavors and innovation efforts start with a small team of individuals dedicated to performing above the sum of their parts, and achieving the unlikely. Both requires effective team leadership to be successful. In this course, students personally experience and learn about the team leadership process in creative endeavors via developing and playing behavioral simulations. Conceptual and theoretical material will be introduced in a series of mini-lectures and explored in exercises. With this, the course is aimed at improving students' understandings and abilities around leading, organizing, and communicating within innovation-centered environments and in entrepreneurial ventures.
 
In the first part of the course, students will learn about the links between leadership and creativity, improvisation, and problem solving. Ensemble work, distributed leadership, high performance teams will be explored in a number of exercises. Also the ethical dimensions of leadership are a core topic. In the second part of the course the students will create a fictional organizational setting where participants are confronted with innovation goals and problems. The simulation has roles, backgrounds, and a setting, but no pre-determined script. Classmates will help enacting a team simulation while they direct, observe, and debrief it afterwards.
 
The know-be-do framework of leadership is underpinning the learning process: Students learn and discuss leadership theories, develop leadership skills, and begin their personal journey towards an authentic leadership self-understanding and presence.

Please note that the literature is guiding!

• Amabile, T. and Khaire, M. 2008. Creativity and the Role of the Leader. Harvard Business Review, October: 101-109.

• Bazerman, Max and Tenbrunsel, Ann. 2011. Ethical Breakdowns, Harvard Business Review, April 58-65.

• Solomon, R 2004 Aristotle, Ethics and Business Organizations. Organization Studies 26(5): 1021-1043

• Rand, Ayn 1961. The Virtue of Selfishness Chapter 1 (Objectivist Ethics)

• Holt, R., Macpherson, A. (2010) ‘Sensemaking, rhetoric and the socially competent entrepreneur’, International Small Business Journal, 28(1): 20-42

• Machiaveli, Niccolò The Prince

• Flyvbjerg, Bent 2001. Making Social Science Matter. Cambridge: Cambridge University Press