U2A1 The Role of Leaders in Innovation
The Role of Leaders in Innovation
Latrichia Lake
Capella University
Abstract
In this class, Leading Innovation in Organizations, we have studied Leadership Models, Leadership Approaches, the five skills of disruptive innovators, and what it takes to be a great innovator. In this research paper, I will:
Assess two leadership models that support innovation in organizations.
Assess the role of discovery and delivery skills for their support of innovation in organizations.
Assess my own strengths and weaknesses in the discovery and delivery skills and how they help or hinder my ability to support innovation in organizations.
Each of these assessments helps determine what is needed to support innovation in organizations and explains the role of leaders in innovation.
The Role of Leaders in Innovation
Two Leadership Models that Support Innovation One model that greatly supports innovation in organizations is the Situational Leadership Model. This model is by far the ‘most recognized, utilized, and effective leadership and influence tool in the history of the behavioral sciences (“The Situational Leadership Model,” n.d.). This model was developed by Dr. Paul Hersey and is a powerful method to help influence others more effectively. The model contains four types of situation leadership:
1. Telling: helps the followers understand what needs to be done. When a worker is off task or confused, telling them what to do can help them get back on track. This helps the innovative leader know that all tasks are being done as they are supposed to.
2. Selling (or coaching): helps the workers with direction and communication. Instead of just telling them what to do, leaders ask questions and give feedback to the workers to help them understand the tasks at hand more clearly. This leadership approach helps followers with their self-esteem, respect for their leaders, and builds their loyalty.
3. Participating: requires the innovative leader to support their workers
Latrichia Lake
Capella University
Abstract
In this class, Leading Innovation in Organizations, we have studied Leadership Models, Leadership Approaches, the five skills of disruptive innovators, and what it takes to be a great innovator. In this research paper, I will:
Assess two leadership models that support innovation in organizations.
Assess the role of discovery and delivery skills for their support of innovation in organizations.
Assess my own strengths and weaknesses in the discovery and delivery skills and how they help or hinder my ability to support innovation in organizations.
Each of these assessments helps determine what is needed to support innovation in organizations and explains the role of leaders in innovation.
The Role of Leaders in Innovation
Two Leadership Models that Support Innovation One model that greatly supports innovation in organizations is the Situational Leadership Model. This model is by far the ‘most recognized, utilized, and effective leadership and influence tool in the history of the behavioral sciences (“The Situational Leadership Model,” n.d.). This model was developed by Dr. Paul Hersey and is a powerful method to help influence others more effectively. The model contains four types of situation leadership:
1. Telling: helps the followers understand what needs to be done. When a worker is off task or confused, telling them what to do can help them get back on track. This helps the innovative leader know that all tasks are being done as they are supposed to.
2. Selling (or coaching): helps the workers with direction and communication. Instead of just telling them what to do, leaders ask questions and give feedback to the workers to help them understand the tasks at hand more clearly. This leadership approach helps followers with their self-esteem, respect for their leaders, and builds their loyalty.
3. Participating: requires the innovative leader to support their workers
References: Cherry, K. (2014). What is Transformational Leadership? Retrieved from http://psychology.about.com/od/leadership/a/transformational.htm Doyle, M. E. and Smith, M. K. (2001) ‘Classical leadership’, the encyclopedia of informal education. Retrieved from http://www.infed.org/leadership/traditional_leadership.htm Dyer, J., Gregersen, H., & Christensen, C. M. (2011). The Innovator’s DNA: Mastering the five skills of disruptive innovators, 32-37, 38-40, 41-153. Boston, MA: Harvard Business Review Press. P & G Connect and Develop. What is Open Innovation? (2014). Retrieved from http://www.pgconnectdevelop.com/home/open_innovation.html P & G Connect and Develop. Why Choose P & G. (2014). Retrieved from http://www.pgconnectdevelop.com/ The Situational Leadership Model | We Build Leaders. (n.d.). Retrieved from http://situational.com/the-cls-difference/situational-leadership-what-we-do/