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Leading for Innovation

Author

Listed:
  • Tamara L. Friedrich
  • Michael D. Mumford
  • Brandon Vessey
  • Cheryl K. Beeler
  • Dawn L. Eubanks

Abstract

Few organizational efforts are as critical to long-term survival as innovation. Leaders play an integral role in facilitating innovative efforts at multiple levels and across multiple stages of the creative process. However, research about the interventions that leaders may engage in has not produced consistent results. It is proposed that these inconsistent findings are a result of innovation being treated as a single phenomenon rather than multiple constructs. In this study, we review several influences that leaders may have on the innovation process across multiple levels, the individual leader and the group and organizational levels, and evaluate them with regard to different types of innovation, product and process innovations and complex and simple innovations. Interventions evaluated include the expertise and creative problem-solving skills of the individual leader, diversity and mission definition at the group level, and the organization's structure and scanning and monitoring activity. Propositions are made for the effects of "leader influences" across the different types of innovation.

Suggested Citation

  • Tamara L. Friedrich & Michael D. Mumford & Brandon Vessey & Cheryl K. Beeler & Dawn L. Eubanks, 2010. "Leading for Innovation," International Studies of Management & Organization, Taylor & Francis Journals, vol. 40(2), pages 6-29, January.
    • Handle: RePEc:taf:mimoxx:v:40:y:2010:i:2:p:6-29
    DOI: 10.2753/IMO0020-8825400201
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    Cited by:

    1. Maura MacPhee & Li-Lu Chang & Farinaz Havaei & Wen-Shan Chou, 2014. "A Descriptive Account of an Inter-Professional Collaborative Leadership Project," Administrative Sciences, MDPI, vol. 4(3), pages 1-27, September.
    2. SÅ‚awomir Czarniewski, 2016. "Modification of Methods and Tools for Modern Management: A Model and Conceptual Approach," International Journal of Management Sciences, Research Academy of Social Sciences, vol. 7(2), pages 83-98.

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