Leading Innovation Leadership
Foundations of Leading Innovation
Tina Johns
Capella University
Introduction The paper analyzes two leadership practices in their support of innovation in organizations, examines the discovery skills for their promotion of innovation in organizations and reviews the writer’s own strengths and weaknesses with discovery skills and how they affect their ability in an organization. Leadership is an important and essential component for an organizations innovation. In order to have the organization thrive the leaders must be able to develop goals, visions, and innovation. The leaders must engage with the employees of the organization and create a sense of belonging in order to have them commit to the organizational innovation. …show more content…
Leader’s commitment to the organization and ability to sustain personnel are assisted by skill sets such as the ability to lead employees, strategic planning, inspiring commitment, and managing change. Discovery skills are also utilized by the entrepreneur leaders in order to achieve their goals within the organization. Discovery skill include associating, questioning, observing, networking, and experimenting. Discovery skills contribute to the leader’s ability to generate insights which result in new processes and products.
Leadership Practices That Support Innovation in Organizations
In order to discuss how leadership practices support innovation, one must first understand the term innovation. Innovation is defined as “applied creativity that achieves business value.” (Legrand & Weiss, 2011, para. 4). It is the best process to solve complex problems or take advantage of complex opportunities. Innovation follows the participation of individuals and teams taking part in innovative thinking. Organizations which utilize innovative practices consistently develop systematic practices that foster individuals and teams ability to achieve value. Creativity and innovation should not be confused. Creativity concerns developing new ideas relevant or not, useful or not, able to be implemented or not. The outcome of innovation accomplishes distinct worth for an organization. (Legrand & Weiss, 2011).
One leadership practice is the ability to lead people. Executive leaders influence the culture. They control the strategic direction, and practices and skills taught to all employees. Leaders must develop and illuminate the goal for innovation. Without a clear and concise goal, employees will not be able to determine the specific issues and therefore unable to innovate toward the specific task. They must understand exactly what can hinder the teams and individuals from innovating within the organization. The leaders must commit completely to the overall goal of innovation and have the ability to sustain the movement. Strong commitment shown in their actions is also a must in developing innovation (Legrand & Weiss, 2011). In developing innovation within an organization, leaders have to be obligated to their employees and the organization. They must be able to direct and motivate employees. Leaders will employ capable and intelligent individuals. The employees will be evaluated on their actions and proficiencies which are evaluated using consistent measurement practices. They develop institutions of fairness and furnish opportunities for employees to thrive within the organization. Organizers will facilitate training through organized systemic practices and forums in order to share best practices and experiences. The organization’s environment will also provide employees with an avenue to provide comments and feedback in an understanding and open minded atmosphere (Leslie, J. B., 2009, p. 9-11). A second leadership practice utilized in supporting innovation in an organization is the ability to inspire commitment. The correlation between the ability of a leader to inspire a shared vision will produce outcomes of performance, commitment and reduced turnover within the employees (Hyatt, 2011, pp.157-170). Development of an approved vision which creates a common purpose is motivational. The goal produces commitment, cohesion, and performance from the employees involved. Appealing to shared values motivates individual’s performance. Understanding how their roles and responsibilities affect the vision motivates individuals to believe in the organization and innovation. Leaders should reinforce successes of the employees. When employees perceive their treatment as supportive then they feel obligated to be faithful and participate in efforts to attain the goals of the organization. Avenues of public acknowledgement of successes of employees should be established for managers to utilize. This continues to solidify the employee’s connection and commitment to the vision and innovation of the organization (Leslie, J. B., 2009, p. 11).
How Discovery Skills Support Innovation
Discovery skills are defined by Hal Gregersen as, “a habit, a practice, a way of life for innovators” (Pallister, 2009, para. 3). He describes a DNA metaphor and advises that innovative industrialists are developed instead of born. Gregersen states, “We each have unique, fixed physical DNA but in terms of creativity, we each have a unique set of learnable skills that we rely on in order to get the ideas that will give us some insight. And what we discovered was that those engaging in these behaviors and this thinking pattern, were actually the ones who delivered breakthrough processes, new products and services, new business lines within companies, corporate entrepreneurship, and new businesses outside of companies -- all of which were financially profitable and successful.” (Pallister, 2009, para. 3). The five discovery skills are identified as associating, questioning, observing, experimenting and networking. The metaphor innovator’s DNA is described with the backbone structure being associating and the four patterns of action – questing, observing, experimenting, and networking winding around the backbone in order to develop new ideas. Just as everyone has a unique and individualized DNA structure one also possess an individual innovator’s DNA (Dyer, Gregersen, Christensen, 2011, pp 23- 37).
Associating is the aptitude to effectively relate apparently unrelated questions, problems, or ideas from different fields. In association, the brain takes a word and then utilizes past experiences and knowledge to make connections. This skill can be developed by building on the other discovery skills. As one develops these actions then their ability to produce more ideas in multiple combinations is increased. As one collects and retains knowledge then the brain’s ability to make connections and recombine experiences and associations is increased (Dyer, et al., 2011) Questioning involves asking difficult and challenging questions. The tasks is to incite new questions, insight, and possibilities. Innovative entrepreneurs like to “shake things up”. They want to know the why, why not, and what if. They ask questions which seemingly have no answer and play devil’s advocate. They are the ones that ask, “If we do this, what would happen?” (Dyer, et al., 2011)
Observing involves encompasses watching the world in which we live in and all that is going on in it. Innovative businessmen scrutinize such things as their customers, technologies, services, and other companies. This enables them to develop new practices in their organizations and develop new technologies based on needs and wants of consumers (Dyer, et al., 2011)
Experimenting involves the development of new processes or products. The entrepreneur applies this behavior in the form of active experimentation. This may include positioning one’s self in new surroundings, intellectual exploration, and even physical building of product or service ideas. All of these experiences assist in developing new associations and developing new innovations (Dyer, et al., 2011)
Networking consists of innovators who connect themselves with others that have different perspectives and ideas. The rationale for this networking provides them with new knowledge, perspectives and ideas. The collaboration of varied backgrounds assists in developing increased and new knowledge, provides new basis for additional questioning of the products or services, and supplies access to new observations (Dyer, et al., 2011)
My Personal Strengths and Weaknesses in Using Discovery Skills In order to examine mine own strengths and weaknesses in the use of discovery skills, I completed the Discovery Skills Quiz: What’s Your Profile?
(Dyer, et al., 2011, pp.38 – 40)
My results: 39 – moderate to high on discovery. My strengths in using discovery skills are in the areas of associating, questioning, and observing. My knowledge base in my organization and profession have developed and extensive foundation for the ability to recall on previous experiences. Associating past experiences in order to solve problems and produce new innovative processes is an ability that has been beneficial and continues to assist me in my work. Observation is an essential component in my daily routine. I observe other employees, the processes which are utilized, and abilities of the organization in order to develop new policies, processes, and training. Performing routine evaluations and listening to the employees also assist in this process. Questioning is one of the most important discovery skills that I possess. I continuously look for alternative means to complete projects, develop more efficient and effective methods in order to complete tasks, and ways to decrease overtime in the workplace. I am the one that will ask the questions “what if” and “why …show more content…
not”. My weaknesses in discovery skills include networking and experimentation. With networking, I do not have the opportunity to interact with a diverse set of individuals or groups within the workplace. In order to assist me in developing this skill I need to initiate contact outside of the workplace. Networking is essential in order to contribute to developing new ideas and question practices that are currently in place. Experimentation is the other skill that needs improvement on my part. Developing means of a hypothesis-testing mind set is essential in developing this skill. More interaction with colleagues outside my work environment, attendance to seminars and educational courses will provide me with opportunities to develop hypothesis. Testing within the organization will be necessary in order to gain the knowledge if the new system will be successful.
Conclusion
In conclusion, leadership practices are identified as skills that leaders must possess in order to effectively and efficiently mange and assist their organization toward a vision. It is essential for leaders to identify their vision, portray that vision to their employees, and lead the employees to be innovative for the organization. Leaders must instill a sense of worth and belonging in order for the group to become committed to innovation and work consistently and cohesively for the organization. Leaders must create a common purpose which is motivational for the personnel. Recognition of successes and an open door environment develop sense of worth and commitment to innovation within the organization.
Discovery skills contribute to a leader’s ability to generate insights which result in new processes, products and services within the organization. The five essential discovery skills include associating, questioning, observing, networking, and experimenting. The discovery skills of each individual person are unique and distinctive. One may not be as effective in a set of skills but with work, commitment and dedication they can be developed and strengthened.
An innovative leader has numerous responsibilities.
They must maintain a skill set not only to see the future for the organization but also for the personnel and how to keep them committed to innovation for the organization. Leaders must identify that the organization is a living organism and they must continue to work daily to ensure that it thrives in order to achieve their goals.
References
Dyer, J., Gergensen, H., & Christensen, C. (2011). The Innovator 's DNA: Mastering the Five Skills of Disruptive Innovators. Boston, Massachusetts: Harvard Business Review Press.
Hyatt, Katherine. (2011). The Influence of Vision on Perceived Organizational Support. Kravis Leadership Institute, Leadership Review, Vol. 11, 157-170.
Legrand, C., & Weiss, D. (2011, July 1). How leaders can close the innovation gap. Retrieved from http://iveybusinessjournal.com/publication/how-leaders-can-close-the-innovation-gap/
Leslie, J. B. (2009). The leadership gap: What you need, and don 't have, when it comes to leadership talent. Retrieved from http://www.ccl.org/leadership/pdf/research/leadershipGap.pdf
Pallister, S. (2009, December 21). The innovator 's DNA. Retrieved from http://knowledge.insead.edu/entrepreneurship-innovation/the-innovators-dna-1264
Smith, R. (2010, May 14). The Five Skills of Innovation. Retrieved from
http://www.modern8.com/the-five-skills-of-innovation/
Tina Johns
Capella University
Introduction The paper analyzes two leadership practices in their support of innovation in organizations, examines the discovery skills for their promotion of innovation in organizations and reviews the writer’s own strengths and weaknesses with discovery skills and how they affect their ability in an organization. Leadership is an important and essential component for an organizations innovation. In order to have the organization thrive the leaders must be able to develop goals, visions, and innovation. The leaders must engage with the employees of the organization and create a sense of belonging in order to have them commit to the organizational innovation. …show more content…
Leader’s commitment to the organization and ability to sustain personnel are assisted by skill sets such as the ability to lead employees, strategic planning, inspiring commitment, and managing change. Discovery skills are also utilized by the entrepreneur leaders in order to achieve their goals within the organization. Discovery skill include associating, questioning, observing, networking, and experimenting. Discovery skills contribute to the leader’s ability to generate insights which result in new processes and products.
Leadership Practices That Support Innovation in Organizations
In order to discuss how leadership practices support innovation, one must first understand the term innovation. Innovation is defined as “applied creativity that achieves business value.” (Legrand & Weiss, 2011, para. 4). It is the best process to solve complex problems or take advantage of complex opportunities. Innovation follows the participation of individuals and teams taking part in innovative thinking. Organizations which utilize innovative practices consistently develop systematic practices that foster individuals and teams ability to achieve value. Creativity and innovation should not be confused. Creativity concerns developing new ideas relevant or not, useful or not, able to be implemented or not. The outcome of innovation accomplishes distinct worth for an organization. (Legrand & Weiss, 2011).
One leadership practice is the ability to lead people. Executive leaders influence the culture. They control the strategic direction, and practices and skills taught to all employees. Leaders must develop and illuminate the goal for innovation. Without a clear and concise goal, employees will not be able to determine the specific issues and therefore unable to innovate toward the specific task. They must understand exactly what can hinder the teams and individuals from innovating within the organization. The leaders must commit completely to the overall goal of innovation and have the ability to sustain the movement. Strong commitment shown in their actions is also a must in developing innovation (Legrand & Weiss, 2011). In developing innovation within an organization, leaders have to be obligated to their employees and the organization. They must be able to direct and motivate employees. Leaders will employ capable and intelligent individuals. The employees will be evaluated on their actions and proficiencies which are evaluated using consistent measurement practices. They develop institutions of fairness and furnish opportunities for employees to thrive within the organization. Organizers will facilitate training through organized systemic practices and forums in order to share best practices and experiences. The organization’s environment will also provide employees with an avenue to provide comments and feedback in an understanding and open minded atmosphere (Leslie, J. B., 2009, p. 9-11). A second leadership practice utilized in supporting innovation in an organization is the ability to inspire commitment. The correlation between the ability of a leader to inspire a shared vision will produce outcomes of performance, commitment and reduced turnover within the employees (Hyatt, 2011, pp.157-170). Development of an approved vision which creates a common purpose is motivational. The goal produces commitment, cohesion, and performance from the employees involved. Appealing to shared values motivates individual’s performance. Understanding how their roles and responsibilities affect the vision motivates individuals to believe in the organization and innovation. Leaders should reinforce successes of the employees. When employees perceive their treatment as supportive then they feel obligated to be faithful and participate in efforts to attain the goals of the organization. Avenues of public acknowledgement of successes of employees should be established for managers to utilize. This continues to solidify the employee’s connection and commitment to the vision and innovation of the organization (Leslie, J. B., 2009, p. 11).
How Discovery Skills Support Innovation
Discovery skills are defined by Hal Gregersen as, “a habit, a practice, a way of life for innovators” (Pallister, 2009, para. 3). He describes a DNA metaphor and advises that innovative industrialists are developed instead of born. Gregersen states, “We each have unique, fixed physical DNA but in terms of creativity, we each have a unique set of learnable skills that we rely on in order to get the ideas that will give us some insight. And what we discovered was that those engaging in these behaviors and this thinking pattern, were actually the ones who delivered breakthrough processes, new products and services, new business lines within companies, corporate entrepreneurship, and new businesses outside of companies -- all of which were financially profitable and successful.” (Pallister, 2009, para. 3). The five discovery skills are identified as associating, questioning, observing, experimenting and networking. The metaphor innovator’s DNA is described with the backbone structure being associating and the four patterns of action – questing, observing, experimenting, and networking winding around the backbone in order to develop new ideas. Just as everyone has a unique and individualized DNA structure one also possess an individual innovator’s DNA (Dyer, Gregersen, Christensen, 2011, pp 23- 37).
Associating is the aptitude to effectively relate apparently unrelated questions, problems, or ideas from different fields. In association, the brain takes a word and then utilizes past experiences and knowledge to make connections. This skill can be developed by building on the other discovery skills. As one develops these actions then their ability to produce more ideas in multiple combinations is increased. As one collects and retains knowledge then the brain’s ability to make connections and recombine experiences and associations is increased (Dyer, et al., 2011) Questioning involves asking difficult and challenging questions. The tasks is to incite new questions, insight, and possibilities. Innovative entrepreneurs like to “shake things up”. They want to know the why, why not, and what if. They ask questions which seemingly have no answer and play devil’s advocate. They are the ones that ask, “If we do this, what would happen?” (Dyer, et al., 2011)
Observing involves encompasses watching the world in which we live in and all that is going on in it. Innovative businessmen scrutinize such things as their customers, technologies, services, and other companies. This enables them to develop new practices in their organizations and develop new technologies based on needs and wants of consumers (Dyer, et al., 2011)
Experimenting involves the development of new processes or products. The entrepreneur applies this behavior in the form of active experimentation. This may include positioning one’s self in new surroundings, intellectual exploration, and even physical building of product or service ideas. All of these experiences assist in developing new associations and developing new innovations (Dyer, et al., 2011)
Networking consists of innovators who connect themselves with others that have different perspectives and ideas. The rationale for this networking provides them with new knowledge, perspectives and ideas. The collaboration of varied backgrounds assists in developing increased and new knowledge, provides new basis for additional questioning of the products or services, and supplies access to new observations (Dyer, et al., 2011)
My Personal Strengths and Weaknesses in Using Discovery Skills In order to examine mine own strengths and weaknesses in the use of discovery skills, I completed the Discovery Skills Quiz: What’s Your Profile?
(Dyer, et al., 2011, pp.38 – 40)
My results: 39 – moderate to high on discovery. My strengths in using discovery skills are in the areas of associating, questioning, and observing. My knowledge base in my organization and profession have developed and extensive foundation for the ability to recall on previous experiences. Associating past experiences in order to solve problems and produce new innovative processes is an ability that has been beneficial and continues to assist me in my work. Observation is an essential component in my daily routine. I observe other employees, the processes which are utilized, and abilities of the organization in order to develop new policies, processes, and training. Performing routine evaluations and listening to the employees also assist in this process. Questioning is one of the most important discovery skills that I possess. I continuously look for alternative means to complete projects, develop more efficient and effective methods in order to complete tasks, and ways to decrease overtime in the workplace. I am the one that will ask the questions “what if” and “why …show more content…
not”. My weaknesses in discovery skills include networking and experimentation. With networking, I do not have the opportunity to interact with a diverse set of individuals or groups within the workplace. In order to assist me in developing this skill I need to initiate contact outside of the workplace. Networking is essential in order to contribute to developing new ideas and question practices that are currently in place. Experimentation is the other skill that needs improvement on my part. Developing means of a hypothesis-testing mind set is essential in developing this skill. More interaction with colleagues outside my work environment, attendance to seminars and educational courses will provide me with opportunities to develop hypothesis. Testing within the organization will be necessary in order to gain the knowledge if the new system will be successful.
Conclusion
In conclusion, leadership practices are identified as skills that leaders must possess in order to effectively and efficiently mange and assist their organization toward a vision. It is essential for leaders to identify their vision, portray that vision to their employees, and lead the employees to be innovative for the organization. Leaders must instill a sense of worth and belonging in order for the group to become committed to innovation and work consistently and cohesively for the organization. Leaders must create a common purpose which is motivational for the personnel. Recognition of successes and an open door environment develop sense of worth and commitment to innovation within the organization.
Discovery skills contribute to a leader’s ability to generate insights which result in new processes, products and services within the organization. The five essential discovery skills include associating, questioning, observing, networking, and experimenting. The discovery skills of each individual person are unique and distinctive. One may not be as effective in a set of skills but with work, commitment and dedication they can be developed and strengthened.
An innovative leader has numerous responsibilities.
They must maintain a skill set not only to see the future for the organization but also for the personnel and how to keep them committed to innovation for the organization. Leaders must identify that the organization is a living organism and they must continue to work daily to ensure that it thrives in order to achieve their goals.
References
Dyer, J., Gergensen, H., & Christensen, C. (2011). The Innovator 's DNA: Mastering the Five Skills of Disruptive Innovators. Boston, Massachusetts: Harvard Business Review Press.
Hyatt, Katherine. (2011). The Influence of Vision on Perceived Organizational Support. Kravis Leadership Institute, Leadership Review, Vol. 11, 157-170.
Legrand, C., & Weiss, D. (2011, July 1). How leaders can close the innovation gap. Retrieved from http://iveybusinessjournal.com/publication/how-leaders-can-close-the-innovation-gap/
Leslie, J. B. (2009). The leadership gap: What you need, and don 't have, when it comes to leadership talent. Retrieved from http://www.ccl.org/leadership/pdf/research/leadershipGap.pdf
Pallister, S. (2009, December 21). The innovator 's DNA. Retrieved from http://knowledge.insead.edu/entrepreneurship-innovation/the-innovators-dna-1264
Smith, R. (2010, May 14). The Five Skills of Innovation. Retrieved from
http://www.modern8.com/the-five-skills-of-innovation/