Abstract
Learning and leadership are closely related and so, in this chapter, the author considers how creativity might be applied to these two important areas of mental health practice. Beginning with a series of reflections, the chapter examines the nature of leadership, seen as a complex interaction between the leader and the social and organisational environment. It examines resilient leadership and the unhelpful confusion between management development and leadership development. Different leadership styles are considered with a particular focus on transformational leadership. The concept of servant leadership is explored as well as Beghetto’s description of creative leadership. The chapter concludes by suggesting transformational and servant leadership have much in common with creative leadership, which involves both role-modelling everyday creativity and establishing a creative organisational climate.
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Notes
- 1.
In their study, Allan et al. (2008) focused on general nursing in in-patient settings so this may be less true of mental health community settings. Nevertheless, it is increasingly the case that senior nurses in mental health tend to have more managerial and fewer clinical responsibilities and therefore the opportunities for them to act as clinical role models are diminished.
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Gillam, T. (2018). Creative Approaches to Learning and Leadership. In: Creativity, Wellbeing and Mental Health Practice. Palgrave Studies in Creativity and Culture. Palgrave Pivot, Cham. https://doi.org/10.1007/978-3-319-74884-9_8
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