Creative Leadership (CL) is a leadership model comprising the three values of Empathy, Clarity and Creativity, which are considered baseline operational and leadership attributes in a Fourth Industrial Revolution (4IR) world. This paper presents a case study charting the application of CL principles within delivery of a complex research project involving international collaboration between The Helen Hamlyn Centre for Design (HHCD) at London’s Royal College of Art (RCA), a strategic partner – TATA Consultancy Services (TCS), and an airline client [the Airline]. The purpose of the design research was to improve the operational efficiency of the Airline, whilst improving staff and customer experience. This addressed three discrete, yet interlinked areas of delivery within the Airline Operations Control Centre (OCC), namely Technology, Environment and People. The three values of CL – Empathy, Clarity and Creativity – were exercised to align physical, technological and psychological factors. These were implemented in the design of a UX technology that made complex information accessible at a glance, and the re-design of the OCC office environment to enable better communication and personal wellbeing. This paper captures the process and outcomes, whilst reflecting on the efficacy of the CL model as a progressive framework for innovation, growth and development.