Despite the common characteristics of leadership personalities it is generally

Despite the common characteristics of leadership

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Despite the common characteristics of leadership personalities, it is generally accepted that design leadership can come in different styles and with different faces. McCullagh
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(2008) identifies ten types of design leaders who have pushed the boundaries of the profession in recent decades. He distinguishes between: the Maestro (Jonathan Ive, famous for his Apple designs); �� � the Entrepreneur (personified by UK designer Terence Conran); �� � the Entertainer (exemplified by Philippe Starck, often used as an example �� � of a Star designer ); the Visionaries (Bill Moggridge of IDEO); �� � the Manager (Chris Bangle former BMW design director); �� � the Ambassador (Tim Brown most notably at the World Economic Forum �� � in Davos); the Scholar (Patrick Whitney, director of the Institute of Design at IIT, �� � Chicago); the Provocateur (James Woodhuysen with his exposes of design s muddled �� � thinking and low expectations); Design Leadership: Limits and Future Opportunities 401 the Scribes (who have pioneered new forms of design journalism like Bruce �� � Nussbaum); the Curator (museum or gallery directors who have presented design in new �� � ways to new audiences like Stephen Bayley at the V&A Boilerhouse and the London design museum. Can Design Leadership Face the Future Challenges? If we take Next Design as an indicator, we might say that design is moving away from design management, which focused on the integrative nature of design, towards design leadership, which sees design as a transformative power. Simultaneously we see a shift from solving discipline-specific and simple problems towards addressing complex and non-discipline-specific problems. Others argue that design s future challenges are in organizational, social and business design, referred to as design thinking (Brown 2008, Martin 2009). Is design ready for to take these challenges? Of course it is not enough to have a group of design leaders to lift a whole profession to the next level. Design leaders as Stefano Marzano of Philips Design have strongly contributed to envisioning Philips future, to building brand reputation and maintaining a culture for innovation. This kind of design leader is a great inspiration for many designers and design managers. But this best practice is rare and is not yet anchored in design education or in the daily practice of organizations. Of course it is not enough to know the responsibilities what counts is the act of defining the responsibilities on the one hand and being assigned to them on the other. The latter is linked to the ability to create mutual respect for design leadership among peers, which in today s global context of organizations and markets is very challenging.
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