A Holistic Approach through Innovation

Tampere Adult Education Centre, TAKK

The European Commission’s support for the production of this publication does not constitute an endorsement of the contents, which reflect the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained there.

The TITAN Project: An Overview

The overall aim of the TITAN project is to support small business ownermanagers, and their staff, to acquire appropriate sustainably responsible leadership and innovation skills which can implemented in a working context, as a way of achieving sustainable development goals alongside delivery of value to customers and other stakeholders

The TITAN project will achieve this aim through the development and delivery of a curriculum consisting of a set of complementary learning materials and resources including:

• A set of competence matrices, or modules, related to different aspects of sustainably responsible leadership and innovation

• A number of learning materials and resources (e.g. flipbooks, video guides)

• A set of assessment tools for small business owners managers and their staff

• An open educational video resource.

The TITAN curriculum will enable small businesses and organisations to:

• Identify different ways of introducing and embedding sustainability in their business models

• Assess strengths and areas for development within their business

• Explore processes and practices which can be used to implement and embed sustainability

• Learn from the experiences of different businesses and organisations who have introduced sustainability in their business models and processes and practices.

A number of themes, or modules, underpin the TITAN curriculum including:

• Sustainably responsible management

• Business culture for sustainability and innovation

• Business ethics in leadership and innovation

• Embedding sustainability in business processes

• Business responsible innovation

• Holistic approaches to innovation.

Sustainability leadership is defined as ‘a process of influence that delivers direction, alignment and commitment, and aims to address social, environmental and economic issues to create a better world’ (McCauley, 2014) and sustainable leaders are ‘individuals who are compelled to make a difference by deepening their awareness of themselves in relation to the world around them. In doing so, they adopt new ways of seeing, thinking and interacting that result in innovative, sustainable solutions’ (Sustainability Leadership Institute, 2011).

This Flipbook

Over the last five years or so, there has been an increasing number of articles, books and papers published on different aspects of how small businesses can embed sustainability into their business models and specific business processes and practices These come from academic institutions, research institutions, policy and professional bodies and business and entrepreneurship magazines. Whilst these articles, books and papers provide valuable insights into the case for introducing and embedding sustainability and generic tips and techniques, they can often be difficult to access and tease out the practical implications for introducing and embedding sustainability, particularly for small business owner-managers and their staff. There is a lack of tailored, or demand led resources which can assist small businesses in understanding current strengths and areas for development, making sense of the importance of different opportunities in their task environment to introduce sustainability and manage the journey from idea to action.

The flipbooks have been designed to address this gap. There are six flipbooks which relate to the key themes underpinning the TITAN curriculum, and they provide:

• An accessible overview of the state of current thinking

• Insights from other small businesses who reflect on what works well and less well in introducing and embedding sustainability into their business models

• Access to exercises to support reflection on own learning and skills development

• Access to useful resources on different aspects of introducing and embedding sustainably responsible leadership and innovation.

The flipbooks are complemented by:y

• A series of TEDx type videos which reflect on different aspects of sustainably responsible leadership and innovation

• A range of micro-learning activities which provide you with an opportunity to assess your own understanding, behaviours and skills.

This flipbook explores the relationship between emotional and spiritual intelligence and responsible leadership and the ways in which this supports innovative activity within businesses and organisations

A Holistic Approach through Innovation - Overview

The social, environmental, and economic challenges of the 2020s require responsible leadership and innovations that consider different aspects of sustainability. Responsible leadership plays an important role in developing sustainable practices and creating a culture of innovativeness.

Making responsible business decisions and innovations is increasingly important for keeping up with the demands of customers, employees, and other stakeholders

In facing the global challenges, a wider range of leadership skills, behaviours, and abilities are needed Besides the perceived traditional leadership skills such as managerial work, technical knowledge, and certain social skills, sustainable leadership should include skills and capabilities associated with ecological sensitivity for activities fitting into the greater whole.

A responsible leader should possess different forms of intelligence. Cognitive intelligence is traditionally demanded and trained in business schools, emotional intelligence has also become more and more recognised as an important aspect of leadership However, spiritual intelligence is a more rarely recognised capability, yet according to research, it is a key element for innovative entrepreneurship. (Schüz 2016, 635)

In this flipbook we will look more closely at the definitions and significance of emotional and spiritual intelligence and the skills, behaviours and abilities associated with responsible leadership You will learn about the contribution of responsible leadership to innovative activity and how to identify, assess and develop one’s skills as a responsible leader.

What is Emotional Intelligence?

According to psychologist Daniel Goleman, emotional intelligence (EQ) is the ability to understand and manage your emotions, and those of the people around you. People with a high degree of emotional intelligence can identify what they’re feeling and what their emotions mean. They’re also able to put themselves in other peoples’ positions, show empathy and regulate themselves effectively.

Goleman identifies 5 key elements to emotional intelligence

1. Self-awareness: Knowing what you’re feeling and understanding how your actions affect others. Identifying your own strengths and weaknesses

2. Self-regulation: The capacity to manage disturbing emotions without letting them distract you

3. Motivation: A highly motivated leader work towards their goals and has high standards for quality¨ . Being able to motivate others.

4. Empathy: Being able to recognize and understand the point of view and emotions of others. Having empathy and being able to express it is critical to managing a successful organization or team.

5. Social skills: Being able to solve conflicts and manage change. Leaders with good social skills are great communicators

The better a leader can manage these 5 elements, the higher their emotional intelligence, EQ is something that can be learned and trained (Emotional Intelligence in Leadership, 2022)

Over the last decades, research has proven that Emotional intelligence creates better performance in every job category and it becomes more important the higher up the management ladder one climbs. (Wigglesworth, 2006, p. 7)

Emotional intelligence helps leaders understand themselves and their employees and therefore reach better outcomes An emotionally intelligent leader can communicate and collaborate with others successfully and relate to employees which results in a higher level of employee engagement (Indeed, 2021)

Emotional intelligence can be trained for example by creating ways to identify emotions and feelings or by developing ways to get feedback from others. You can read more about how to develop emotional intelligence skills in section four of this flipbook

Reflection exercise

Conflicts and challenging conversations Assessing you own performance

Assess on a scale of 1 to 5, how accurate these statements are (1= not at all accurate, 5= completely accurate)

1. I’m skilled in regulating my stress-level in challenging situations.

2. I’m capable of controlling my emotions in difficult situations.

3. I have a set of tools for negotiations, challenging conversations and for resolving conflicts.

4. Dealing with conflicts feels natural to me

5. I know how to prepare myself for difficult discussions.

6. I let other people express their feelings

7. I encourage employees to talk about work issues

8. Instead of ignoring challenging situations, I process them instead

9. I’m aware of the ways I handle and react to stress, and I know how to use them in challenging conversations.

10. I ask for feedback on my performance after challenging conversations.

Reflection

• What are the two most important development areas for you?

• What are you going to do to develop these areas during the next year?

• Re assessment one year after

Reflection exercise

Challenging conversations a fictional Case example

A team member complains about another team member being late all the time, slacking and spending too much time on social media during the working day.

As a leader, how do you start dealing with this issue from the point of view of responsible interaction?

1. What should be done first?

2. If it comes down to bringing up the issue, what should the structure of the conversation be and who should be included in the conversation?

3. How to follow up the situation? If the desired result isn’t reached, what are the alternative ways to proceed?

4. Does the whole work community need some kind of support?

Principals for addressing problems:

• Being open

• Direct communication

• Acceptance of diversity

• Being interested in others' opinions and experiences

• Critical thinking

• Solution-oriented approach

• Creating a climate of trust

• Agreeing on next steps and following up the situation

Spiritual Intelligence -What is it?

Spiritual intelligence has been defined as the ability to behave with compassion and wisdom while maintaining inner and outer peace regardless of the circumstances. It has been said to be the ultimate intelligence of the visionary leader. People with a high degree of spiritual intelligence can access higher meanings and are able to inspire people.

Compassion has been said to be the most elevated stage of Emotional Intelligence, wisdom being the most elevated stage of the intellect. The combination of compassion and wisdom leads to success socially and interpersonally. (Wigglesworth, 2006).

A Spiritual Intelligence Assessment developed by Cindy Wigglesworth, measures twenty-one skills that can be broken into four quadrants:

1. Higher Self / Ego self Awareness

2 Universal Awareness

3. Higher Self / Ego self Mastery

4. Spiritual Presence / Social Mastery

Spiritual intelligence is based on both rational and emotional intelligences A spiritually intelligent person can access higher values , meanings and purposes and can embed these in living a richer and more creative life. The ability to think out of the box, seeing larger patterns, learning and growing from mistakes and humility are signs of spiritual intelligence. In addition, spontaneity, holism, being vision and value-led, the ability to reframe and ask fundamental “why” questions are behaviours that indicate high spiritual intelligence. (Zohar, 2018).

It can be thought that the qualities of a spiritually intelligent leader are linked to creativeness and innovative action. Being able to see larger patterns and being prepared to experiment and take risks, celebrating diversity and seeking input from a wide range of people create an innovative approach for development and creating new value.

Practicing self awareness is key to developing spiritual intelligence. Being mindful of your motivations, strengths and weaknesses is an important starting point to developing spiritual intelligence skills. Recognizing what you really care about and what you work and live for helps you live true to yourself. Being authentic is important in order to communicate with one's deeper self.

Reflection excercise

Best boss/Worst boss

Directions

Take two flip charts. Write a headline for each chart:

• Chart one: “Worst boss”

• Chart two: “Best boss”

Divide each chart into 3 columns with the following 3 headings: Characteristics, Feelings and Actions

Start with filling the Characteristics column on the Worst Boss chart Write a list of characteristics of the worst boss. Reflect on your own experiences. Once you have a list, move on to the Feelings column. Make a list of the feelings: How does working for a boss with these characteristic feel like? Next, make a list of the actions; what would these feelings cause you to do as an employee?

Repeat this with the Best Boss chart and write down the characteristics, feelings and actions associated with the best boss.

Finally, look at the both lists Reflect on them, and ask yourself:

• What kind of traits characterize a good boos/leader? intelligent, approachable, and motivating, supportive and understanding?

• Very often, people think of qualities related to emotional and spiritual intelligence, how could you develop your skills related to these intelligences?

• How would people who have worked for you describe you and their experience of working for you?

• What are the traits and behaviors you need to do more of, and which ones should you stop doing?

Exercise based on a training activity from trainingcoursematerial.com: https://www trainingcoursematerial com/free games activities/leadership and management activities/importance of emotional intelligence

Spiritual intelligence is an ability to access higher meanings, values, abiding purposes, and unconscious aspects of the self and to embed these meanings, values, and purposes in living richer and more creative lives..”

Danah Zohar

Abilities, Behaviours, and Skills Associated with Responsible Leadership

Responsible leadership is making decisions and business actions that are sustainable and consider the needs and demands of all stakeholders Corporate responsibility includes ecological, economic and social dimensions but also the time dimension. Sustainable corporate responsibility responds to the following questions:

1. Are my actions or decisions economically useful?

2. Are my actions socially acceptable?

3. Are my actions ecologically sensible?

4. Are my actions sustainably beneficial for future generations?

A responsible leader makes decisions that address the needs of the natural, social and economic environment and can justify the consequences of activities toward different authorities and interest groups including future generations and nature. (Schüz 2016, 638 639)

Navigating the 2020s responsibly requires five qualities of leadership referred to as the Five Elements. The model is based on complementary surveys of more than 5,000 executives, stakeholders and Young Global Leaders and Global Shapers, carried out by Accenture.

The Five Elements of Responsible Leadership

The five elements of responsible leadership model has been developed with the input of more than 20,000 people around the world; company executives, consumers, employees, business partners investors, policymakers and representatives of civil society. (Accenture 2020)

Stakeholder Inclusion: Considering the point of view of stakeholders when making decisions and fostering an inclusive environment where diverse individuals feel heard and have a sense of belonging.

Emotion & Intuition: Showing compassion and humility. Being open and honest about personal limitations and granting errors. Inspiring emotional engagement by treating people as ends rather than means. Unlocking commitment and creativity by being truly human.

Mission & Purpose: Integrity and transparency creates long-term commitments. Inspiring a shared vision of sustainable prosperity for the organization and its stakeholders.

Technology & Innovation: promoting the use of digital and other technology to solve problems. Creating new organizational and societal value by innovating responsibly with emerging technology.

Intellect & Insight: Embracing continuous learning at all levels of organization and collaborating with others. Encouraging critical thinking and fueling continuous improvement

Elements of responsible leadership

Responsible leadership is based on actions led by ethics and values and considering societal progress and sustainable development. Based on a review of the literature on responsible leadership five competency dimensions of responsible leadership emerged; values-based and ethically correct behavior, good understanding of the interdependencies of a larger system, a continuously developed self awareness and the ability to lead change and innovation towards sustainable development (Muff, K , Liechti, A , Dyllick, T 2020)

It is important to understand your leadership style and the possible development areas you need to work on. There are different assessment tools and surveys available to help you assess and evaluate your own responsible skills and abilities. Some of these also provide suggestions for your personal development. You can find a collection of tools in the section 4 of this flipbook.

“A responsible leader demonstrates a deep understanding of the interdependencies of the system and the own person, is distinguished by an ethical and valuesbased attitude, and able to build long-term relations with different stakeholders embracing their needs, while initiating change towards sustainable development.”

(Muff, Liechti, & Dyllick 2020).

Developing Responsible Leadership

In developing responsible leadership in your organization, it’s important to acknowledge the need for making more responsible and sustainable actions and decisions. Being willing to evaluate your actions critically is an important starting point for change

Leading a company or an organization has become more demanding and complex as ever. The foremost goal for a leader is to ensure sufficient financial performance which is often measured by short-term earnings Innovating and creating new, long-term value has also become more and more required in order to keep up with the changes. The third important aspect of today’s leadership is to build a relationship of trust with different stakeholders. This requires meeting very different expectations and sustainable and responsible approaches Finding the right balance between all these aspects of leadership is a challenging task that requires balancing with often contradictory demands. (Accenture 2020).

The need for responsible leadership has been given focus by the introduction of the sustainable development goals (SDGs) in 2015 ((Muff, K., Liechti, A., Dyllick, T. 2020). The UN 2030 Agenda includes 17 goals for sustainable development.

The success of the 2030 Agenda requires engagement from all businesses and organizations. Every organization should get acquainted with the goals and reflect on how they could contribute to the success of the goals.

The Blueprint for SDG Leadership and the SDG Compass are tools that help leaders and companies aiming towards SDG leadership. You can find links to these resources on page 40.

Reflection exercise:

Assess the responsibility of your organization

Products and services

• Which values do our products and services endorse?

• How do they support environmentally, economically, socially and culturally sustainable development?

Business

• Which values are important are important to our business?

Organizational culture

• What kind of internal values does our organization work upon?

Are there problems in your work community?

Issues that need addressing:

• The performance reviews or other observations bring out innapropriate behaviour, problems in the general atmosphere or the co-operation between employees.

• An employee brings out problems in the working community or innapropriate behaviour.

• The work isn’t going well. There seems to be inefficiency.

• There’s a lot of staff turnover or a lot of sick leaves

• Issues arise from occupational healthcare or occupational safety.

• Employee surveys indicate problems

• There is negative customer feedback on the behaviour of employees.

Responsible Leadership and Innovation

Responsible leadership can endorse innovation when it develops the different forms of intelligence; cognitive, emotional as well as spiritual intelligence and the related skills and capabilities.

Innovations seek to create more efficiency, new products, and ultimately more wealth While increasing wealth creates prosperity and better living standards to many, creating wealth has had its downsides of harming our environment and advancing social issues. Innovative products and services can create new challenges that only more innovation can solve.

There are multiple reasons for businesses to create wealth and develop new products and services responsibly and sustainably. The financial and natural resources are declining but the conservation of social and mental resources should also be taken into consideration. Corporate radical transparency is an important value, and the stakeholder demands are increasing. (Schüz, 2016, p.636).

The demands for responsibility are everywhere and affect everyone: Consumers, clients as well as investors expect and require responsibility and their decisions are increasingly affected by different aspects of responsibility. In order to keep up with the competition, it’s increasingly important for enterprises to invest in responsibility Responsibility is also about predicting and preparing for the future; new business risks, changes in legislation, the changing costs of resources and business continuity, but also predicting new business possibilities.

According to research, leadership, and the atmosphere of the working place, explain up to half of the communal creativity. This is related to work autonomy, support, and the possibilities to develop and bring out new ideas. Responsible leadership and responsible human resource management provides resources for creativity and innovation (Riivari 2020)

Utilizing Communities of Practice to Leverage Innovation

Harnessing the shared knowledge and collective intelligence of both the organization’s internal and external stakeholders is a great way to maximize the innovation potential of the company

Building Communities of Practice is one way to cultivate the knowledge and innovativeness of an organization. Communities of Practice (CoP) can be defined as “an organized group of professional people who share the same interests in resolving an issue, improving skills, and learning from each other’s experiences.” (Gonçalves 2021.)

In a business focused sense CoP’s can be groups of employees that have a common area of interest, and they work together to share knowledge. There can be multiple Communities of Practice within an organization They can revolve around e.g., helping communities, finding best practices or new innovations. (Brown, 2020).

How to develop Communities of Practice in your organization?

Building a community of practice starts with identifying a need for one in your organization. Once this has been identified, a strong leader for this CoP should be found. After this it is important to determine the goals and benefits of the CoP Next determine guidelines for the Community of Practice; the roles and tasks of the members, ways of communication, how the learning will take place and how it will be documented. Then encourage participation within your organization. Participation should be voluntary and base on interest and willingness to share and learn. (Brown, 2020).

The benefits of using Communities of Practice include increased productivity, growth and retention of organizational knowledge, improved employee experience and collaboration, customer satisfaction and overall business growth (Brown, 2020)

Emotional Intelligence and Innovative Leadership

Think of the leaders you look up to. What kind of characteristics come to mind? Maybe you see them as intelligent, approachable, and motivating. Maybe they’re supportive, understanding and listen to other people’s opinions. Very often, people think of qualities related to emotional and spiritual intelligence.

In the digital world with technologies like AI, human connection and emotional intelligence is more important than ever before. Leading people based on our humanity will spark more innovation and inspire both employees and customers. It has been found that emotionally intelligent organizations are more creative, their productivity is higher, and employees are more engaged (Insight, 2021)

Emotionally intelligent organizations report significantly stronger customer experiences as well as employee satisfaction They also have a high degree of empowerment and tolerance for risk. (Harvard Business Review 2019).

Innovation is essential in addressing the global challenges and to stay competitive. Leadership is crucial in creating a culture of creativeness and innovativeness Study has shown that emotional intelligence and innovative work behaviors affect each other positively, when it comes to managers as strategic decision makers. When the degree of Emotional intelligence increases, the level of innovative work behaviour also increases and vice versa (Dincer 2011)

Reflective exercise

A holistic approach to innovation – assessment tool

Evaluate your organizational innovation level. Score your organization on these 18 items, using a 1 6 scale, 6 being the highest:

People

• We have an innovative CEO

• Our top management group is innovative

• We have innovative senior managers

• We promote and develop innovative managers

• Our employees are innovative

• We recruit new people based on their innovation skills

Culture

• We have high acceptance for risk and a willingness to fail

• We have the time and freedom to innovate

• Our organizations has a shared language for innovation

• Our company has high creative ability

• We have tons of passion!

• We have a strong ability to change

Processes

• We work and learn well together with partners and external collaborators

• We have deep market and customer insight

• There’s funding easily available for new, innovate projects

• Our people have innovation tools and innovation metrics

• Everyone has gone through innovation training

• We have a clear and well-known innovation strategy

You can use this tool to map and discuss your innovation readiness

Which innovation capabilities does your organization need to work on?

Based on Holistic View on Innovation by Christian Rangen, Strategy Tools

https://www.strategytools.io/innovation series/

Case example - Roadway Express

An American trucking company Roadway Express was facing damage problems with one of their biggest customers, a glassware company.

Recalling a workshop he attended on emotional intelligence, a company manager, Frank Sims started to ask himself how he could use what he learned in the workshop to do something to solve the problem of damage during transportations.

What if Roadway’s dockworkers and drivers understood how important loading the trucks was for their company? The workers engaged in solving the customer’s problems. He decided to get the dockworkers acquainted with the glassmaking process and arranged a meeting with the executives from the glassware company to describe their company’s vision, business and strategy to the dock crew. Getting the workers to understand the glassware business helped them see the importance of their work and efforts in the larger picture. This resulted in the dock workers being more careful and finding ways to help the customer succeed.

Previously, Roadway Express had a traditional culture, with a hierarchical structure. The company’s financial performance was average. With a new leadership program, the executives engaged and committed everyone to the success of the company The program included goals such as increasing the leaders’ emotional intelligence and self-awareness. This resulted in a culture in which people are motivated and innovative

Frank Sims used his awareness of his own worried feelings to help him find a new way of thinking about the company's’ problems He was also socially aware in realizing that the solutions might be developing the dockworkers understanding of their customer’s challenges and concerns. (Oosten, Boyatzis, 2003)

How to Assess and Develop Leadership Skills?

Tests and surveys:

Leadership feedback survey: https://www driveresearch com/market-research-company-blog/how-to-conduct-aleadership-feedback-survey-market-research-company/

Competency assessment for responsible leadership tool CARL https://carl2030.org/survey/index.php/survey/index/sid/714169/newtest/Y

In a responsible leadership model developed by Muff, Liechti and Dyllick, three action domains are added to the five competency dimensions in order to assess responsible leadership competencies from a developmental perspective. (Muff, K., Liechti, A., Dyllick, T. 2020). With this online tool you can assess and learn about your personal development areas.

Sustainability test: https://www.sulitest.org/en/test-certificate.html#5434 Designed to measure and improve sustainability literacy.

Emotional intelligence test: In collaboration with Harvard Business School Research, the Institute for Health and Human Resources created this leadership skills assessment. https://www.ihhp.com/free eq quiz/

Leadership test: https://www.mindtools.com/pages/article/newLDR_50.htm

Answer 18 statements. You will get a score that helps you evaluate how good your leadership skills are.

Enhancing Leadership Skills by Developing Emotional Intelligence

Emotional intelligence is something that can be developed Here’s a compilation of different ways and tools for developing emotional intelligence as a leader:

360-degree appraisal

A 360 degree performance appraisal, also known as 360 degree feedback is when employers evaluate employee performance from as many sources as possible, instead of only one-on-one feedback from a direct manager. The feedback collected in the 360 appraisal can provide a more accurate idea about an employee’s behaviour and recurring behavioural patterns. The 360 degree feedback can help employees and managers to work together better Used correctly, the feedback can increase transparency, build trust between co-workers and improve overall performance. The 360-degree feedback can help organizations generate new ideas, make positive changes and improve operations.

Low -profile approach

Simply asking trusted colleagues for their impressions and constructive feedback can help develop self awareness. Take notes on how the feedback makes you feel and why Try to look at the critique in an objective way Pay attention to both the positive and the negative critique.

Active listening

Use active listening to improve social awareness. Listen attentively to what your conversation partner is saying Rephrase and reflect on what they said, without any judgement or giving advice. Use verbal and non-verbal affirmations to show understanding. Listen, without starting to plan what to say next.

Keep a journal on your emotions

Write down how you’re feeling and reflect on why you feel the way you do This might help you understand your feelings better.

If you want your team or organization to become more emotionally intelligent, you must work on your own emotional intelligence. An emotionally intelligent leader can identify the strengths and weaknesses. Knowing your employees better helps make the most out of every team member and their skills.

5 ways to support the emotional intelligence of your employees (Rampton, 2022):

Spark passion and motivation

• Recognize accomplishment and give positive feedback

• Build purpose and meaning by making sure that everyone is working towards the same mission

• Promote a flexible and collaborative work environment

•

Develop ways to keep your employees stress-levels down

• Be aware of what motivates your employees

• Encourage breaks

• Resolve conflicts instantly Bring involved parties together, listen actively, review options and identify a solution

• Encourage your employees to focus on one task at a time Give

• Encourage your employees to work on active listening

• Offer a channel to share concerns and frustrations Offer

•

Summary

Responsible leadership plays an important role in developing sustainable practices and creating a culture of innovativeness. In facing the global challenges, a wider range of leadership skills, behaviours, and abilities are needed.

Besides the perceived traditional leadership skills such as managerial work, technical knowledge, and certain social skills, sustainable leadership should include skills and capabilities associated with ecological sensitivity for activities fitting into the greater whole.

Making responsible business decisions and innovations is increasingly important for keeping up with the demands of customers, employees, and other stakeholders.A responsible leader makes decisions that address the needs of the natural, social, and economic environment and can justify the consequences of activities toward different authorities and interest groups including future generations and nature. Responsible leadership promotes creativity and innovations that create sustainable solutions for the whole society without causing more problems.

Empathy, understanding what sustainable practices are, and being self-aware are key in developing responsible leadership skills. To create a culture of innovativeness in your organization, it’s important to recognize your leadership style and to identify your strengths and weaknesses as a leader.

To become a responsible leader, start with developing self-awareness and other skills related to emotional intelligence.

Responsible leadership can endorse innovation when it embraces different forms of intelligence; cognitive, emotional as well as spiritual intelligence and the related skills and capabilities

References

Accenture 2020: Seeking new leadership. Responsible leadership for a sustainable and equitable world. Global Shapers Community, in collaboration with Accenture Retrieved from: https://www accenture com/_acnmedia/PDF 115/Accenture DAVOS Responsible Leadership Report pdf#zoom=50

Brown, J. 2020: Building Communities of Practice to Cultivate Organizational Knowledge. Helpjuice Inc. Blog. Retrieved from: https://helpjuice.com/blog/communities-of-practice

Emotional Intelligence in Leadership Article by Mind Tools Content Team https://www mindtools com/pages/article/newLDR_45 htm

Gonçalves, L. 2021: Communities of Practice, A Summary For Leaders. Adapt methodology blog https://adaptmethodology com/de/communities-of-practice/

Indeed Editorial Team: 5 Characteristics of Emotional Intelligence in Leadership (And How To Improve Yours). July 29, 2021. Retrieved from: https://www.indeed.com/career-advice/career-development/emotional-intelligence-inleadership

Insight, 2021: Driving innovation with emotional intelligence Retrieved from: https://www technologyreview com/2021/03/09/1020470/driving innovation with emotional intelligence/

Harvard Business Review Analytics Services 2019: The EI Advantage: Driving Innovation and Business Success through the Power of Emotional Intelligence Research Report Retrieved from: https://hbr.org/resources/pdfs/comm/fourseasons/TheEIAdvantage.pdf

McCauley, C (2014) Making Leadership Happen, Center for Creative Leadership, Greensborough, North Carolina

Muff, K., Liechti, A., Dyllick, T 2020: How to apply responsible leadership theory in practice. A competency tool to collaborate on the sustainable development goals. Corporate Social Responsibility and Environmental Mangement Retrieved from: https://onlinelibrary wiley com/doi/full/10 1002/csr 1962

Oosten, E. & Boyatzis, R. 2003: Building the Emotionally Intelligent Organization. Ivey Business Journal. January/February 2003.

Rampton, J 2022: 7 Ways to Create Emotionally Intelligent Teams Economist Executive Education Navigator Blog Cited 17 5 2022 Retrieved from https://execed economist com/blog/guest post/7 ways create emotionally intelligent teams

Riivari, E 2020 Vastuullinen johtaminen saa ihmisten parhaat puolet esiin Work goes Happy Blog. Retrieved from https://www.wgh.fi/vastuullinen johtaminen saa ihmisten parhaat puolet esiin/

Schüz, M , 2016 Sustainably Responsible Leadership and Innovation Innovation Management, Entrepreneurship and Corporate Sustainability, 26 27 May 2016, Proceedings of the 4th International Conference (pp 634 656) Publisher: Nakladatelství Oeconomica VSEEditors: Martin Lukes. Retrieved from https://www.researchgate.net/publication/307477409_Sustainably_Responsible_Leadersh ip_and_Innovation

Sustainability Leadership Institute (2011) Definition of Sustainability Leadership, cited in Visser, W . and Courtice, P. (2011) Sustainability Leadership: Linking Theory and Practice, Institute of Sustainability Leadership, University of Cambridge, Cambridge.

Wigglesworth, C 2006: Why Spiritual Intelligence Is Essential to Mature Leadership Feature Articles August 2006 Retrieved from: http://integralleadershipreview com/5502 feature article why spiritual intelligence is essential to mature leadership/

Zohar, D. 2018.Spiritual Intelligence: A New Paradigm For Collaborative Action. Systems Thinker. Volume 16. Leverage Networks, Inc. Retrieved from: https://thesystemsthinker com/spiritual intelligence a new paradigm for collaborative action/

Further readings:

Spiritual Intelligence (SQ) – what it is?

• Cindy Wigglesworth http://integralleadershipreview.com/5502 feature article why spiritual intelligence is essential to mature leadership/

• Danah Zohar https://content.jwplatform.com/videos/mTtd0Rca AFvvX0zL.mp4

• Learn the Q´s: https://danahzohar.com/learnqs

• Georgetown University: https://youtu.be/pEIl5qFOFic

• 11 signs you have high SQ : https://youtu.be/pE6Sfhl7kus

Spiritual Intelligence Assessments:

• https://deepchange.com/SampleSQ21ReportDeepChange.pdf

Management skills development:

• What is 360 feedback: https://youtu.be/eT4tohLWeUw

• Behaviour change: https://positivepsychology.com/improving-motivation-at-work/

Emotional Intelligence what is it?

• Daniel Goleman and EI - https://www.mindtools.com/pages/article/newLDR_45.htm

• Emotional Intelligence, Emotions and leadership - https://thoughteconomics.com/danielgoleman/

• Strategies for developing EI https://www.youtube.com/watch?v=pt74vK9pgIA

Responsible Leadership what is it?

• Key elements of responsible leadership https://www.accenture.com/gb en/insights/consulting/responsible leadership

• Perceptions of responsible leadership - https://www.younggloballeaders.org/seeking-newleadership

• The need for responsible leadership - https://www.youtube.com/watch?v=06T1ppx1w8s

Tools for SDG Development in organizations

• The SDG Blueprint https://www.unglobalcompact.org/take-action/action/sdg-blueprint

• The SDG Compass https://sdgcompass.org/wp content/uploads/2015/12/019104_SDG_Compass_Guide_2015.pdf

If you're interested in reading more about sustainable leadership and innovation, you can find additional learning materials from the TITAN project website.

Website: TITAN | Project Transformation Training to Empower https://titan leadership.eu/

The European Commission’s support for the production of this publication does not constitute an endorsement of the contents, which reflect the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Project number: 2020 01 UK01 KA204 079163