THE ROLE OF LEADERS IN INNOVATION
THE ROLE OF LEADERS IN INNOVATION– u02a01
THE ROLE OF LEADERS IN INNOVATION
MBA 6006
Leading Innovation Global Org
1
THE ROLE OF LEADERS IN INNOVATION– u02a01
2
Leadership Models In this section we will look at two different leadership models and how they support innovation with in an organization. The first model to be discussed is the Contingency Theory, which is based on the idea that effective leadership is dependent on the leader’s management style as well as to the degree the situation affords the leader control and influence. (Doyle
&Smith, 2001) The second model we will discuss is the Behavior Model, which looks at how leaders behave towards their followers. (Doyle &Smith, 2001) Both models share commonalities, as well as having strengths and weaknesses related to supporting innovation, as we will see in the following paragraphs.
The first model, the contingency theory was broken down into four different leadership styles by Hersey and Blanchard (1977), which leaders could use depending on the situation.
(Doyle &Smith, 2001) The different styles as defined by Hersey and Blanchard (1977), were telling, selling, participating, and delegating. See Appendix, Table 1 for detailed definition of each style. As no one style fits every situation, this provided a means for leaders to adapt their style to match the situation and/or people involved.
The second, the behavior leadership model consists of four main styles; concern for task, concern for people, directive leadership and participative leadership, which describes a leader’s working and communication style towards his followers. See Appendix, Table 2 for a detailed definition of each style. As mentioned previously, styles from both the behavioral and contingency theory share commonalities. For example the participative leadership style as defined by the behavioral model is very similar to the participating style described in the
contingency
THE ROLE OF LEADERS IN INNOVATION
MBA 6006
Leading Innovation Global Org
1
THE ROLE OF LEADERS IN INNOVATION– u02a01
2
Leadership Models In this section we will look at two different leadership models and how they support innovation with in an organization. The first model to be discussed is the Contingency Theory, which is based on the idea that effective leadership is dependent on the leader’s management style as well as to the degree the situation affords the leader control and influence. (Doyle
&Smith, 2001) The second model we will discuss is the Behavior Model, which looks at how leaders behave towards their followers. (Doyle &Smith, 2001) Both models share commonalities, as well as having strengths and weaknesses related to supporting innovation, as we will see in the following paragraphs.
The first model, the contingency theory was broken down into four different leadership styles by Hersey and Blanchard (1977), which leaders could use depending on the situation.
(Doyle &Smith, 2001) The different styles as defined by Hersey and Blanchard (1977), were telling, selling, participating, and delegating. See Appendix, Table 1 for detailed definition of each style. As no one style fits every situation, this provided a means for leaders to adapt their style to match the situation and/or people involved.
The second, the behavior leadership model consists of four main styles; concern for task, concern for people, directive leadership and participative leadership, which describes a leader’s working and communication style towards his followers. See Appendix, Table 2 for a detailed definition of each style. As mentioned previously, styles from both the behavioral and contingency theory share commonalities. For example the participative leadership style as defined by the behavioral model is very similar to the participating style described in the
contingency
References: Doyle, M. E. and Smith, M. K. (2001) ‘Classical leadership’, the encyclopedia of informal education, http://www.infed.org/leadership/traditional_leadership.htm Dyer, J., Gregersen, H., & Christensen, C. M. (2012). The Innovator 's DNA, Mastering the Five Skills of Disruptive Innovators Hitt, M. A., Haynes, K. T., & Serpa, R. (2010). Strategic leadership for the 21st century. Table 1: Hersey and Blanchard (1977) on leadership style and situation, (Doyle & Smith, 2001) to high maturity’ (Hersey 1984). Table 2: Four Main Styles of Behavior Leadership Model, (Doyle & Smith, 2001) Style Gregersen, & Christensen, 2012, p.38-40) Discovery Skills