Innovation leadership

Innovation leadership is a philosophy and technique that combines different leadership styles to influence employees to produce creative ideas, products, and services. The key role in the practice of innovation leadership is the innovation leader.[1] Dr. David Gliddon (2006) developed the competency model of innovation leaders and established the concept of innovation leadership at Penn State University.

As an approach to organization development, innovation leadership can support achievement of the mission or the vision of an organization or group. With new technologies and processes, it is necessary for organizations to think innovatively to ensure continued success and stay competitive.[2][3][4][5][6] to adapt to new changes, “The need for innovation in organizations has resulted in a new focus on the role of leaders in shaping the nature and success of creative efforts.[7]” Without innovation leadership, organizations are likely to struggle.[3] This new call for innovation represents the shift from the 20th century, traditional view of organizational practices, which discouraged employee innovative behaviors, to the 21st-century view of valuing innovative thinking as a “potentially powerful influence on organizational performance.”[8]

  1. ^ Gliddon, D. G. (2006). Forecasting a competency model for innovation leaders using a modified delphi technique. (Doctoral dissertation)
  2. ^ Dess, G. G., & Pickens, J. C. (2000). Changing roles: leadership in the 21st century. Organizational Dynamics, 28, 18 – 34
  3. ^ a b McEntire, L. E., Greene-Shortridge, T. M. (2011). Recruiting and selecting leaders for innovation: How to find the right leader. Advances in Developing Human Resources, 13, 266- 278
  4. ^ Sarros, J. C., Cooper, B. K., & Santora, J. C. (2008). Building a climate for innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15, 145-158
  5. ^ Shipton, H., Fay, D., West, M. A., Patterson, M., & Bird, K. (2005). Managing people to promote innovation. Creativity and Innovation Management, 14, 118-128
  6. ^ Tushman, M., & O’Reilly, C., III. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38, 8-30
  7. ^ Mumford, M., & Licuanan, B. (2004), Leading for innovation: Conclusions, issues, and directions. The Leadership Quarterly, 15, 163-171
  8. ^ Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13, 705 – 750