Leadership and management need the warmth of imagination as much as the bloodlessness of logic and reason.

To innovate in the face of uncertainty, paradoxically, more questions might be a useful place to start (as opposed to more answers and solutions). 

Creative leadership teams are important in avoiding or limiting failure through strategic and operational misalignment but are also vital in charting the path to the future.

Suppose our organisations are spun from ongoing interactions and relationships. In that case, the idea of creative leadership emerging from complementary pairs interacting over time in a constant cycle of learning and acting may have some merit.