Although some evidence has been accrued for the validity of divergent-thinking tests, it has not been overwhelming. One problem with many of these studies is that they have not looked at divergent thinking in a population where creative problem solving is a requirement for performance. Another problem with many of these studies is that they have not focused on aspects of divergent thought that are most strongly related to performance in the domain at hand. Accordingly, in this study 1,818 organizational leaders were asked to complete a divergent-thinking measure. When performance indices obtained in this sample were correlated with scores on the divergent-thinking test, divergent thinking was found to predict performance, even when intelligence and expertise were taken into account. Furthermore, aspects of divergent thinking specifically related to leaders' creative problem-solving efforts, such as the use of principle-based alternatives, as well as complex and realistic alternatives, were found to be particularly good predictors of real-world performance. The implications of these findings for the development and application of divergent-thinking measures are discussed.