Effectiveness of Innovation Leadership

Effectiveness of Innovation Leadership ----Based on the Failure of Com Dev International Ltd In the first essay, I analyzed the leadership of Roger, the leader of Suzhou Com Dev International Ltd (hereinafter referred to as Suzhou Company). In this essay, I will discuss the problem and solutions to Roger’s problematic leadership based on ecology of innovation, initiating and consideration structure, and transformational leadership In order to create ecologies of innovation, we should know what is innovation and ecology. On one hand, innovation precisely means going beyond the norm, an implication embedded into the center of the world innovation—nova—which means doing new things rather than repeating what worked in the past (Jeffrey; James hazy) . On the other hand, the term ecology, which stems from the Greek word “eco”, meaning household or community, refers to particular kind of community. Innovation is the outcome of a system-wide set of processes and interactions—what we call an ecology of innovation. In a new situation, innovative leaders should find the diversities and amplify the diversities into emergent innovations, which will cause interaction resonance and render the organization more adaptable to unpredictable changes in its environment. Transformational leadership is seen as one of the factors that drive subordinates’ innovative activity, and as the psychological mechanisms that underlie transforming and transactional leadership (Howell and Avolio, 1993; Bycioet al., 1995; Koh et al., 1995). Transformational leadership consists of four factors. These factors and their definitions are:
1) Individual consideration: the leader pays attention to and supports subordinates.
2) Intellectual stimulation: the leader enables subordinates to improve and refresh their understanding and creativity.
3) Inspiration by a leader: also to be a charismatic leadership that the leader respects and inspires subordinates.
4) Idealized influence: the