Leadership and innovation in organizations (original) (raw)
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Leadership and Innovation: How and When do Leaders Influence Innovation in R&D Teams?
netsurvey.se
Innovation in R&D Teams? University of Gothenburg. Sweden. This thesis examines how and when leadership is related to individual innovation in organizations, i.e., those factors that mediate and moderate the relationship between leadership and innovation. In study I, 30 years of research into leaders' influence on organizational innovation was systematically reviewed to identify these factors. The sample consisted of 27 empirical studies treating leadership as the independent variable and innovation as the dependent variable. A further purpose of study I was to identify new potential mediating and moderating factors. Study II, based on study I, surveyed 166 team members in research and development (R&D) teams, together with their team leaders and department managers, in five Swedish industrial organizations. In this study, leadership was conceptualized using leader-member exchange theory (LMX). The main findings indicated that individual personal initiative predicted individual innovation behavior, while individual intrinsic motivation and LMX did not. Innovation behavior was measured using both quantitative indicators (e.g., new patents, products, scientific publications, and other publications) and leaders' ratings. A mediating effect was found in which leader-member exchange was associated with innovation through the personal initiative of team members. Organizational support moderated the relationship between LMX and individual personal initiative, strengthening the relationship when organizational support was high.
International Journal of Innovation Management, 2012
A leader supports teams and individuals as they turn their creative efforts into innovations (leader as facilitator) and manages the organization's goals and activities aimed at innovation (leader as manager). This review focuses on when and how leadership relates to innovation (i.e., the factors that moderate or mediate the relationship between leadership and innovation). The sample consists of 30 empirical studies in which leadership is treated as the independent variable and innovation as the dependent variable. In addition to reviewing moderating and mediating factors, we identified two factors where the findings are ambiguous. The review proposes three new factors that may mediate or moderate the relationship between leadership and innovation.
Leadership and innovation: The moderator role of organization support for innovative behaviors
Journal of Management & Organization
This study aims to advance the understanding of direct and moderated effect of transformational leadership on organizational innovation. A new framework is proposed in this research to identify the moderating effect of organization support for idea generating, risk taking and decision-making on the relationship between transformational leadership and organizational innovation. A sample of 63 companies from top 100 Iranian companies participated in this research. The results of this study supported the expected positive relationship between transformational leadership and organizational innovation. Besides, two of the predicted moderating effects were supported in this research. The results suggest that transformational leaders might not only promote innovative activity within the organization but also ensure the market success of the innovations.
The Role of a Leader in Stimulating Innovation in an Organization
Administrative Sciences
Many organizations seek ways to stimulate and encourage staff innovation. One ofthese is leadership that can boost staff innovation behavior. The aim of thisarticle is to reflect on leadership and its contribution to stimulating innovation. To achieve the aim of the article—and to verify the hypotheses—deductive inference, the analysis of the subject literature and the author’s own questionnaire were used. The research was carried out with an original questionnaire to assess the role of a leader in stimulating innovative activity. The questionnaire consists of 28 statements.The analysis of the results of the empirical research has confirmed the research hypotheses that the role of a leader is to stimulate the creativity of employees and reward their innovative behavior.The analysis of the role of leadership in stimulating organizational innovation showed that the vast majority of statements concerning the role of leadership achieved a mean score above 5.0 (86%)—an average level. The...
How leaders influence employees' innovative behaviour
European Journal of …, 2007
Purpose -To provide an inventory of leader behaviours likely to enhance employees' innovative behaviour, including idea generation and application behaviour. Design/methodology/approach -Based on a combination of literature research and in-depth interviews, the paper explores leadership behaviours that stimulate employees' idea generation and application behaviour. The study was carried out in knowledge-intensive service firms (e.g. consultants, researchers, engineers). Findings -It was found that there were 13 relevant leadership behaviours. Although innovative behaviour is crucial in such firms, it has received very little attention from researchers. Leaders influence employees' innovative behaviour both through their deliberate actions aiming to stimulate idea generation and application as well as by their more general, daily behaviour. Research limitations/implications -Future quantitative research could condense our overview of leader practices, explore which practices are most relevant to employees' idea generation and/or application behaviour, which contingency factors influence the leadership-innovative behaviour connection and provide information as to whether different practices are relevant in other types of firms. Originality/value -Neither the innovation nor the leadership field provides a detailed overview of specific behaviours that leaders might use to stimulate innovation by individual employees. This paper fills that void.
Literature Review of the R&D Teams’ Leadership to Manage Innovation
2017
One of the key organizational goals of today’s business environment conditions is creating innovation capacity. Since the life cycles of the products are shortened, the importance of the innovation is enhanced and the role of the research and development (R&D) teams is increased and extended in its limits. In such an environment, R&S team leaders must have much more responsibility than ever. Literature reviews of leadership research typically cover a vast number of studies and experiments, however, only a small percentage of literature has been conducted in research and development (R&D) organizations or contexts. The question then arises whether the findings from the general leadership literature can apply to R&D or is the context of R&D different and should be analyzed for findings separately. From this point of view, this project aims to clarify how leaders impact innovation in R&D teams and examines how leadership identifies with innovation.
The Influence of Innovation Leadership on Employee Performance
International Journal of Business, Economics, and Social Development, 2023
The last few decades have seen significant research in the fields of innovation and leadership. The act of motivating, influencing, and directing team members toward the intended objectives is referred to as leadership. However, the term of leadership is broad and has various definitions. It encompasses and influences a range of methods, circumstances, aptitudes, and attributes. On the other side, innovative leaders are creative thinkers who may produce concepts that serve as the foundation for innovation. Understanding the principles of leadership and innovation is essential before one can fully comprehend the true meaning of innovative leadership. This study combines the two terms, reviews the innovative leadership style that will be discussed in the literature, and gives a general summary of how the two terms affect employees performance.
Leading for Innovation: Direct and Indirect Influences
Despite growing interest in developing and producing creative products, much remains unknown about how to best facilitate the innovative process. Through a review and integration of creativity, innovation, and leadership literatures, we propose that leaders are one of the primary driving forces in increasing innovative output. To help clarify how leaders achieve this influence, we offer a model of leading for innovation where creativity and innovation are depicted as series of interrelated processes that span multiple levels of analysis (individual, team, and organization). The proposed framework illustrates the direct and indirect ways direct leaders enhance innovation with the resulting discussion helping to highlight the range of behaviors and activities that leaders might engage in to help encourage creative productivity. The implications of our model for HRD scholars, professionals, and other stakeholders—such as executive level leaders, retailers, investors, and consumers—are also discussed.
Behavioral Sciences
This study investigates how leadership, more precisely leader–member exchange (LMX), affects innovative behavior through an innovative climate as well as, indirectly, through organizational commitment and internal trust. A total of 1114 samples were collected from employees working in firms in Slovenia and Serbia. The quantitative data and the proposed model were analyzed with the partial least squares—SEM technique. The results indicate that an innovative climate is a mediator in the relationship between leadership and innovative behavior, and this relationship is also further mediated by internal trust and organizational commitment. These results reveal serial mediation or the complex role of an innovative climate in the process of influencing innovative work behavior. Implications for theory and recommendations for practice are discussed.
Creativity and innovation in any organization are vital to its successful performance. The effects of innovation on leadership abilities have not been widely investigated. The leader's job is not to be the source of ideas but to encourage and champion ideas. Although diffusion of innovation theory has existed for some time, there is a need for other perspectives. In related studies it was found that innovation, leadership, and influence were related, though specific relationship indicated tendencies toward certain styles of influence. Implications emerging from the relationship between transformational leadership and innovation are discussed, including the distinction between the champion and "techie" styles of innovation and their basis in leadership activity. Though points of view varied, the theories and frameworks explored advance the understanding of creativity in business and offer executives a playbook for increasing innovation.