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How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices leaders can initiate to extend, strengthen, or transform “ordinary capabilities” (Winter, 2003) into enhanced improvisational competence and dynamic capabilities. We call this leadership logic the “jazz mindset.” We draw upon seven characteristics of jazz bands as outlined by Barrett (1998) to show that strategic leaders of business organizations can enhance dynamic capabilities by strengthening practices observed in improvising jazz bands.

This chapter provides an analysis of the processes of negotiating identity in the production of improvised performance in the jazz rhythm section. I show that, for jazz musicians, identity is an important and complex concern that is managed through the frame of their various role functions. This analysis aims to expand upon symbolic interactionist studies of music and to provide a critique of the “discursive” focus on music in social life.