Leaders in Innovation Assessment Essay Example for Free

Leaders in Innovation Assessment EssayAs decl ard in the assessment instructions, in the field of organic lawal lead, numerous illustrations ar used as a means of examining what qualities and acquisitions make an effective leader. Although there is a variety of models I arrive decided to analyze the behavioural and the transformational possibility models. Reviewing the resources recommended for uncovering and delivery skills, I learned how those skills book a direct impact on an effective leaders performance in foot organization. The discovery skills are based on associating, questioning, observing, experimenting, and networking they are also referred as the DNA of innovation. Delivery skills also play in the innovation influence with their foursome key skills which are analyzing, planning, detail-oriented implementing, and self-disciplined executing. In the body of this paper I will unfold my research on those skills and identify its correlation with innovation. I w ill also be assessing the strengths and weaknesses on my business leader to die hard innovation in an organization. Leadership Models Supporting InnovationOver the years, a number of leaders theories have been established including trait, behavioural, contingency, and transformational theory. My analysis will be on behavioral and transformational. Behavioral TheoriesAs described in Doyle and Smith (2001) early researchers ran out of steam clean in their search for traits, they turned to what leaders did and how they behaved, specially towards following. They moved from leaders to leadership and this became the dominant way of approaching leadership within the organizations in the fifties and early 1960s. Different patterns of behaviourwere grouped together and labeled as styles. This became a very popular activity within management training perchance the surpass known being Blake and Moutons Managerial Grid (1964 1978). Various schemes appeared, designed to diagnose and develo p peoples style of working. Despite distinguishable names, the basic ideas were very similar. The four main styles that appear are Concern for task. Here leaders emphasize the achievement of concrete objectives. Concern for people. In this style, leaders look upon their followers as people their needs, interests, problems, and development. Directive leadership. This style is characterized by leaders taking decisions for some otherwises and expecting followers or subordinates to follow instructions. Participative leadership. Here leaders try to share decision-making with others.The behavioral theory has many assumptions which conclude that leaders can be made rather than born. This theory has a direct approach with innovation in the organization. With the managements concern for their employees it gives everyone in the organization the motivation to insert. Innovation is all about adaptability and with the behavioral theory leaders are made, which means that they can adapt to any situation that they are confronted with. The following grid model was developed by Robert Blake and Jane Mouton in the early 1960sThe grid clarifies the magnitude in which a leader focuses on these dimensions determining the leadership style that they relate to. Some leaders are more concerned with getting the tasks at hand completed successfully in a timely manner. Other leaders prefer creating solid interpersonal relationships with their employees, because by being an oriented leader the employees performance will be higher. For example, if you have a high concern for completing a task and achieving results with little concern for having a relationship with people, you would be an authority-obedience manager. Another example if you have little concern to complete a task or interact with people, you would be an impoverished manager. Transformational TheoryTransformational leaders are those leaders who transform followers personalvalues and self-concepts, move them to higher levels of needs and aspirations (Jung, 2001), and raise the performance expectations of their followers (Bass, 1995). This leadership has four components charismatic role modeling, individualized consideration, inspirational motivation, and intellect stimulation. Using charisma, the leader ins banks admiration, respect, and loyalty, and emphasizes the importance of having a collective sense of mission. By individualized consideration, the leader builds a one-to-one relationship with his or her followers, and understands and considers their differing needs, skills, and aspirations. Thus, transformational leaders articulates an arouse vision of the future, shows the followers the ways to achieve the goals, and expresses his or her belief that they can do. (Bass, 1990)Incorporated by (Cohen and Levinthal, 1990 Damanpour, 1991) has been suggested that transformational leadership is an important source of organizational innovation, empirical studies have not examined the moderating role of t his contextual factor while investigating the relationship between transformational leadership and innovation. In addition to external support for innovation, support within the organization, in terms of an innovation supporting climate and adequate resources allocated to innovation might also be an important contextual factor that plays a role in this relationship. Transformational leaders have been suggested to have an impact on innovation. Transformational leaders enhance innovation within the organizational context in other words the tendency of organizations to innovate.According to (Elkins and Keller, 2003) transformational leaders use inspirational motivation and intellectual stimulation which are critical for organizational innovation. They also promote notional ideas within their organizations and their behaviors. Blake , and Jane (n.d.).Discovery and Delivery SkillsIn recent studies it has been identified that the ability of a persons creative thinking comes one-third fro m their genetics and the other two-thirds of innovation skill set comes through learning (Dyer, Gregersen, Christensen, 2009, p. 63). To begin with, a person is addicted a skill set that they will analyze till understand, then practicing, experimenting, and lastly gaining confidence in ones capacity to create. The following details will demonstrate by skills how innovative entrepreneurs acquire their innovation skills. The following five skills set that constitute the innovators DNA associating, questioning, observing, networking, and experimenting.Discovery skill 1 Associating is the ability to successfully connect seemingly unrelated questions, problems, or ideas from different fields, is central to the innovators DNA. Discovery skill 2 Questioning the power of provocative questions. To question effectively, innovative entrepreneurs do the following ask wherefore? and why not? and what if? Discovery skill 3 Observing the behavior of potential customers. In observing others, they act ilk anthropologists and social scientists. Discovery skill 4 Experimenting, innovative entrepreneurs actively try out new ideas by creating prototypes and launching pilots. Discovery skill 5 Networking is devoting time and energy to finding and test ideas through a network of diverse individuals gives innovators a radically different perspective.Delivery skills play in the innovation process, improving their discovery, and encouraging themselves and their organizations to take a long-term view. The delivery skills consist of four keys terms analyzing, planning, detailed-oriented implementing, and self-disciplined executing. At times delivery skills are relatively more important during the maturity ontogenesis of a line of descent. Analyzing examine methodically and in detail the constitution or structure of something or information. Planning the process of making plans for something.Detail-oriented implementing capable of carrying out a given task with all details necessary to get the task well done and executed. Disciplined-executing acting in accordance, and performing an act successfully. The synthesis of, discovery and delivery skills are critical for delivering results and translating an innovative idea into reality for organizations. According to Dyer, Gregersen, and Christensen, (2011) it is vital to understand that the skills critical to an organizations successvary systematically throughout the business life cycle. For example, in the start-up phase of an innovative venture, the founders are obviously more discovery-driven and entrepreneurial.Discovery skills are crucial early in the business life cycle because the companys key task is to generate new ideas worth pursuing. Thus, discovery skills are highly valued at this microscope stage and delivery skills are secondary. However, once innovative entrepreneurs come up with a promising new business idea and then shape that idea into a bona fide business opportunity, the company begins to gro w and then must pay attention to building the processes necessary to scale the idea. Strengths and Weaknesses in Discovery Delivery SkillsStrengths Discovery Skills Weaknesses Associating Im always coming up with new ideas to improve things. Experimenting Like with observing I also like to experiment, but I quickly go bad frustrated after getting something wrong after a couple of tries. I would like to give myself the ability to keep trying with a verifying mind that I will get to the right solution. Questioning When it comes to questioning I dont have a mute button. I like to ask enough questions because it helps me come up with the best solution. Networking I have no networking skills. Ive had the opportunity to do this in my place of work, but I never take the time to do it. Observing This skill is definitely one of my strongest. I observe everything that goes around me always finding a bankrupt way to solve an issue.StrengthsDelivery SkillsWeaknessesPlanning I enjoy planning , especially when the plan in process will be a success to an issue. Analyzing I nod off interest very easily when I have to sit down for a long period of time to analyze something. Detail-Oriented When Im given and assignment I make sure I executed just as it was asked.Discipline-executing I always make sure I perform to the best of my ability as asked of me following all regulations and procedures to be successful.Having good associating, questioning, observing, planning, detail-oriented, and discipline-executing skills will not only be beneficial for me, but alsofor the organization that I work for. Due to the fact that innovation is a critical aspect for organizations, senior executives are always seeking for candidates with these types of skills because it will contribute to their ability to innovate and be successful in the business with strategically ideas since executives dont feel responsible for innovating. Unfortunately due to that fact that my weaknesses with experiment ing, networking, and analyzing will hinder my ability to support innovation in an organization at 100%. Although Im not as concerned even though my weaknesses will hold back any project I might be working on, but with trial in error I can convert those weaknesses into strengths. As stated in the innovators DNA, practice, practice, practice. Though innovative thinking may be innate to some, it can also be developed and strengthened through practice.Conclusion through with(predicate) the models and detailed explanations we have learned how the behavioral and transformational theories are a big part of innovation and organizations. The roles of discovery and delivery skills are crucial in an organization to innovate with ideas, research, and these skills are a companys success to innovate and succeed. I feel comfortable with my discovery and delivery skills, my role now are to practice and work on my weaknesses. A candidate with all the skills in place is better than one with just a f ew.ReferencesBarnard, C. (1938), new definition of leadership. Retrieved from http//changingminds.org/disciplines/leadership/theories/leadership_theories.htm Bass, B. M. (1990). From Transactional to Transformational Leadership cultivation to Share the Vision. Organizational Dynamics, 18(3) 19-32.Bass, B. M. (1995). Transformational Leadership. Journal of Management Inquiry, 4(3) 293 298.Behavioral Grid Retrieved from http//education-portal.com/academy/lesson/classical-leadership-theories-lesson-quiz.htmllessonCohen, W. M. and Levinthal, D. A. (1990).Absorptive Capacity A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35 128-152.Damanpour, F. (1991). Organizational Innovation A Meta-analysis of Effects of Determinants and Moderators. Academy of Management Journal, 34 555-590.Doyle, M. E., Smith, M. K. (2001). Classical models of managerial leadership Trait, behavioral, contingency and transformational theory. Retrieved from Infed vane site http//www .infed.org/leadership/tradional_leadership.htm.Dyer, J. H., Gregersen, H. B., Christensen, C. M. (2009, December). The innovators DNA. Harvard Business Review, 87(12), 6067.Dyer, J. H., Gregersen, H. B., Christensen, C. M. (2011). The innovators DNA Mastering the five skills of disruptive innovators. Boston, MA Harvard Business Review Press.Elkins, T. and Keller, R. T. (2003). Leadership in Research and instruction Organizations A Literature Review and Conceptual Framework. Leadership Quarterly, 14 587-606.Jung, D. I. (2001). Transformational and Transactional Leadership and Their Effects on Creativity in Groups. Creativity Research Journal, 13 (2) 185-195Transformational model Retrieved from http//strategyofnarayan.blogspot.com/2013/04/assignment-of-week-23.html