Leadership Through Innovation (original) (raw)
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CREATING INFLUENTIAL LEADERSHIP WITH THE HELP OF CREATIVITY AND INNOVATION
IAEME PUBLICATION, 2024
In today's rapidly evolving business landscape, organizations must cultivate a culture of innovation to maintain a competitive edge. However, fostering creativity within a hierarchical and efficient business environment can be challenging. Nonetheless, leaders play a crucial role in inspiring and implementing strategies that promote creativity. Effective leadership acts as a catalyst for organizational creativity, imagination, innovation, and advancement. Leaders must create a climate open to renewal and cultivate an environment encouraging growth, innovation, and creativity to achieve a continuous innovation cycle. The ability of leaders to embrace and manage diversity while creating an efficient leadership structure that monitors the innovation process is essential for the success of organizational creativity. The strategic function of leadership in business innovation is examined in this study. It asserts that while innovation, technology, strategy, culture, and management tools are essential for productivity, the key factors influencing organizational success are creativity and innovation. The paper discusses creating a sustainable framework that encourages creative behavior and innovative practices. Various aspects of innovation strategy are analyzed, and the paper concludes by documenting the outcomes and providing recommendations for fostering innovation in other companies.
Revisiting Innovation Leadership
Open Journal of Leadership, 2016
Innovation leaders must possess multiple attributes in order to effectively manage the increasing demands for innovation in many facets of business organizations, especially in influencing creativity and innovation. Research findings have indicated that the behaviours of innovation leaders differ from the leadership behaviours that are deemed sufficient in conventional leadership situations. However, the literature on leadership suggests that there remains a research gap-what are the attributes required of successful innovation leaders?-That warrants a study to determine more precisely what those attributes are. A review of the current literature indicated that innovation leadership is a multi-leadership phenomenon consisting, inter alia, of charismatic leadership, transformational leadership and innovation leadership attributes and competencies. This paper discussed the innovation leadership attributes as portrayed in the literature, thereby providing a firm, structural foundation for researching the components of innovation leadership and providing insights to define the construct and, ultimately, to develop a psychometric measure.
Creativity and Innovation in Organizational Leadership
European Modern Studies Journal, 2021
This paper explores the significant role of leadership in both the creativity and innovation processes of an organization. It is a proven fact that culture and technology enhance leadership effectiveness in most organizations because leadership represents the catalyst that drives organizational creativity and innovation. So, for an organization to accomplish constant innovation, leaders must create a conducive learning environment that promotes a deep-rooted culture of experimentation thereby encouraging creativity and innovation (Agbor, 2008). However, creativity and innovation in organizations depend on how leaders promote and manage diversity by developing an effective leadership structure that could sustain the entire process of innovation. Since most innovation projects are said to fail 90% of the time, developing effective innovation teams within an organization is critical. So, apart from outlining the various attributes of a successful innovator within an organization and their characteristics, our major focus will be on the key lessons learned during the process of innovation and creativity, overcoming the several myths and wrong assumptions that are associated with them, knowing what the structure of scientific revolutions entail in making innovation works and the spiritual contexts of creativity and innovation.
International Journal of Applied and Advanced Scientific Research (IJAASR), 2024
This study investigates the relationship between leadership styles, particularly transformational leadership, and innovation in driving organizational change and growth. The objective was to analyze how transformational leadership influences creativity and competitiveness. The research used a mixed-methods approach, surveying 120 firms across technology, healthcare, and manufacturing sectors, and conducting interviews with business leaders. Results revealed that firms led by transformational leaders reported 70% successful innovation initiatives compared to 50% in firms with transactional leaders. The conclusion emphasizes the critical role of leadership in fostering an innovative organizational environment.
The impact of leadership styles on innovation - a review
Journal of Innovation Management, 2016
This paper reviews the insights that research offers on the impact of different leadership styles on innovation. To do so, we develop a framework, structuring research insights into four dimensions: people, means, effects, and goals/outcomes for innovations. Based on this framework, we review publications on: directive and participative leadership, interactive leadership, charismatic leadership, transformational leadership, transactional & instrumental leadership, strategic & CEO leadership, and shared & distributed leadership. We find strong indications that different innovation stages and types raise different demands on leadership. Against this background, transformational leadership is not the only style to lead innovations, but different leadership styles fit differently well with different innovation types and stages. However, the specification of this fit is still very incomplete and the answer to the question of how to lead innovations remains sketchy. In result of the revie...
Leadership and innovation in organizations
ispim.org
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.
The Impact of Leadership on Individual Creativity and Organizational Innovation
Indian Journal of Science and Technology, 2015
The purpose of this study is to analyze the causal relationship between individual creativity and organizational creativity by focusing on transformational and emotional leadership amid various factors that bring about innovation to organizations. The results of the analysis show that transformational leadership had a significant effect on individual creativity, while individual creativity had a significant effect on organizational innovation. While emotional leadership, which, of late, has been receiving growing attention, did not have a significant positive effect on individual creativity, it did have a significant positive effect on organizational innovation. In particular, the core factor that was responsible for transformational leadership to affect individual creativity was charisma, and the core factor that was responsible for emotional leadership to affect organizational innovation was self-management skills. This may have reflected the leader's personal emotions and affective characteristics as well as robust and thorough self-management principles. It is, therefore necessary to focus more on this fact.
Creativity and Innovation: The Leadership Dynamics
2008
This paper explores the important role of leadership in the innovation process of organizations. It argues that while culture, strategy, technology, and other management tools are important in generating effectiveness in the 21 st century, creativity and innovation are what drive organizational success in many sectors. However, for creativity to take place, leaders must actively implement strategies that encourage it. Therefore, leadership is the catalyst and source of organizational creativity and innovation. In essence, for organizations to be able to achieve constant innovation, leaders must establish an environment conducive to renewal and build organizational culture that encourages creativity and innovation. Organizational creativity also depends on how leaders encourage and manage diversity in the organization, as well as develop an effective leadership structure that sustains the innovation process. The models many organizations have used in the past no longer seem adequate ...
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.