Leadership, as innovation, is a vast concept in which, when asked can rarely be specifically defined. This may be because it has been said that there are over 400 definitions for leadership (Mullins, 2007, p363). Obviously it is unrealistic to try to incorporate all of these definitions into one blog, so instead I have found a few definitions that I feel sums up leadership as a whole. Koestenbaum states that a leader is someone who achieves ‘worthy results in any field, no matter what obstacles’ (2002, p11). Huczynski and Buchanan continue this by adding that the said achievement is realized through the process of ‘influencing the activities of an organised group’ (2007, p695). Essentially it is a ‘relationship through which one person influences the behaviour or actions of other people’ (Mullins, 2007, p363).
It can be assumed that not everyone is a leader. Therefore there must be certain traits or personality characteristics that allow an individual to be a leader. James Kouzes and Barry Posner developed a survey questioning the characteristics of leaders. After twenty years of research the survey concluded with a list of twenty characteristics that people associate with leaders. These characteristics, in order of relevance are; Honesty, Forward-looking, Competence, Inspiration, Intelligence, Fairness, Broad mindedness, support, straightforwardness, dependable, cooperation, determination, imagination, ambition, courage, care, maturity, loyalty, self control and independence (John Ricketts, 2011, Lecture Slides). These characteristics in themselves could ultimately form a definition.
In addition, some of these traits correspond with the traits in these diagrams. These diagrams are said to incorporate and affect the personality traits for innovation (Gordon-Hall, 2011, Lecture Slides). Does this mean that leadership has some sort of relationship with innovation?
This question may depend on organisational culture. The previous definitions of leadership state that leaders; get results and overcome obstacles by influencing people are behaviour and actions. However it is not specified how this is done. This is where organisational culture becomes relevant. Organisational culture includes the ‘values beliefs, history and traditions that reflect the deeper foundations of the organisation (Isaksen and Tidd, 2006, p313). Suggesting that the way in which these definitions are carried out depends on the culture of the organisation. The culture of an organisation will consequently impact on communication, management and decisions influencing motivation and engagement within the organisation, which in turn will affect willingness to accept risk and promote improvement and facilitating change and innovation (Gordon-Hall, 2011, Lecture Slides). As a result the right style of leadership within an organisation has proven to be very important in aiding innovation.
It would be incorrect to state that there is a right or wrong way to lead, however some styles of leadership may be more appropriate when referring to innovation. There are three main styles of leadership and autocratic, democratic and laissez-faire. Autocratic leadership can be defined as retaining ‘most of the authority for themselves’ they also make decisions ‘confidently and assume that members will comply’ (Dubrin, 2001, p123). Laissez-faire is quite the opposite turning ‘almost all authority and control to the group, leading to low productivity’ (Dubrin, 2001, p125). It is the democratic leadership style that I think would be most appropriate in relation to innovation. This style is very different from autocratic as it is builds on ‘emotional intelligence, teamwork, collaboration, conflict management and influence’ (Goleman et al, 2002, p68). This suggests that unlike autocratic, democratic leaders take much more interest in the rest of the team. They act as ‘collectors of group opinions’ and may ‘take a vote before making a decision’ (Dubrin, 2001, p125). Implying more of a ‘What do you think’ atmosphere as opposed to ‘Do what I tell you’ (Huczynski and Buchanan, 2007, p715).
All of the traits of a democratic leader can be linked in someway with skills shown in the diagram below (Gordon-Hall, 2011, Lecture Slides).
In conclusion, it has become apparent that there is a connection between management and innovation, depending upon the culture of the organisation. It has also become apparent that the democratic style of leadership best fits the criteria for innovation.
References
Dubrin (2001). Leadership: research findings, practice and skills. Third Edition. USA
Goleman, D. Boyatzis, R. McKee, A. (2002). Primal Leadership, Realising the Power of Emotional Intelligence. USA : Harvard Business School
Gordon-Hall, J. (2011). Aligning people, culture and structure for Innovation. Lecture Slides Week 4. Lincoln University.
Huczynski. A A. Buchanan, D A. (2007) Organisational Behaviour. Sixth Edition. Harlow : Pearsons Education Ltd.
Isacksen, S. Tidd , J. (2006). Meeting the Innovation Challenge: Leadership for tracsformation and growth. Hoboken
Koestenbaum, P. (2002). Leadership: the inner side of greatness, a philosophy for leaders. San Francisco
Mullins, L J. (2007). Management and Organisational Behaviour. Harlow: Pearson Education Ltd.
Ricketts, J. (2011) Leadership. Lecture Slides week 3. Lincoln Univarsity.
Bibliography
Bel, R. (2010). Leadership and Innovation: Learning from the best. Global Business and Organisational Excellence. Vol. 29. p47-60. Accessed: http://web.ebscohost.com/ehost/detail?vid=6&hid=127&sid=86e7e0ea-072e-4f4a-83d3-8d38ec61f958%40sessionmgr111&bdata=JnNpdGU9ZWhvc3Qtb Gl2ZQ%3d%3d#db=bth&AN=47134972. Accessed on:
Gordon-Hall, J. (2011). Leadership in the context of Innovation Lecture Slides Week 5. Lincoln University.
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