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Exploratory and value-added innovation require different leadership styles and behaviors to succeed. [14] Value-added innovation (PwC, 2010) involves refining and revising an existing product or service and typically requires minimal risk taking (compared to exploratory innovation, which often involves taking a large risk); in this case, it is most appropriate for a leader for innovation to ...
The academic community is a front-runner in this sense of redefining transformational leadership to suit these changes in job definition. The future of transformational leadership is also related [by whom?] to political globalization and a more homogenous spectrum of economic systems under which organizations find themselves operating. Cultural ...
In other words, leadership is an influential power-relationship in which the power of one party (the "leader") promotes movement/change in others (the "followers"). [6]
Transformational leadership, a type of leadership that has an ability to change an organization, [12] would likely produce innovation. Since innovation is more than simply invention, the process of leadership can in and of itself be innovative. Innovation is a crucial part of being an effective and productive transformational leader.
Leadership development can build on the development of individuals (including followers) to become leaders. It also needs to focus on the interpersonal linkages in the team. Following the credo of people as an organization's most valuable resource , some organizations address the development of these resources (including leadership).
Leader development is described as one aspect of the broader process of leadership development (McCauley et al., 2010). Leadership development is defined as the expansion of a group's capacity to produce direction, alignment, and commitment (McCauley et al.), in contrast to leader development which is the expansion of a one's ability to be effective in leadership roles and processes.
Rooted in agile software development and initially referred to leading self-organizing development teams (Appelo, 2011; [1]), the concept of agile leadership is now used to more generally denote an approach to people and team leadership that is focused on boosting adaptiveness in highly dynamic and complex business environments (Hayward, 2018; [2] Koning, 2020; [3] Solga, 2021 [4]).
The Change Management Foundation is shaped like a pyramid with project management managing technical aspects and people implementing change at the base and leadership setting the direction at the top. The Change Management Model consists of four stages: Determine Need for Change; Prepare & Plan for Change; Implement the Change; Sustain the Change