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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 ...
Exploration refers to search, risk taking, experimentation, and innovation in organizations, whereas exploitation has to do with refinement, efficiency, implementation, and execution. [3] Successful ambidextrous leaders must be able to achieve the appropriate mix of explorative and exploitative activities, unique for each organization, that ...
Other examples include modern technology deployments of small/medium-sized IT teams into client plant sites. Leadership of these teams requires hands-on experience and a lead-by-example attitude to empower team members to make well thought-out and concise decisions independent of executive management and/or home-base decision-makers.
Opening leadership behaviors include: allowing for multiple ways to accomplish a task, experimentation and errors, whereas closing behaviors include; monitoring routines, sticking to plans and minimizing errors. The Rosing et al. (2011)'s model of leadership and innovation was shown in Figure 1.
One of the ways in which transformational leadership is measured is through the use of the Multifactor Leadership Questionnaire (MLQ), a survey that identifies different leadership characteristics based on examples and provides a basis for leadership training. Early development was limited because the knowledge in this area was primitive, and ...
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. [1] Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields.
The term creative leadership is commonly used in organizational studies and was first referenced in 1957. [3] In recent years, there has been a significant increase in research surrounding creative and innovation leadership [4] and the term has also been used increasingly among practitioners [5] and in the public sphere. [6]
An example is an innovation project which involves only staff from the engineering department. It is also possible for communities of innovation to be cross-functional (e.g. involving 2-3 functions). An example is an innovation project which involves staff from two functions, the business department and the environmental science department.