Innovation of Leadership Project
Leading Innovation in the Global Organization.
This paper will analyze the contemporary leadership models and practices from the perspective of innovation in a global environment at the same time, assessing the behaviors that drive innovation and how leaders can use those behaviors to create innovative organizations. It will highlight what leaders of innovation do to shape organizational culture and processes while communicating in a manner that is professional and consistent with expectations for members of the business professions.
When you think of innovation, it is a term used to describe new ideas and new beginnings. One who introduced this concept to a failing organization, was an innovative leader named. Alan Lafley former CEO of P&G, adapted the five discovery skills that were displayed in Dyer, Gregersen, & Christensen‘s Innovator’s DNA associating, questioning, observing, networking, and experimenting. Lafley applied these skills to create an innovative organization and gave a blueprint for other innovative organizations to follow. Although, leadership is a group experience that includes interpersonal influences or persuasion, is goal directed and can lead others through certain actions or to achieving goals through influence, and has hierarchy within the group that can be formal and well defined or informal and flexible. Leaders assist in establishing goals and reaching those goals through actions, allowing individuals in leadership positions to be effective (Nahavandi, 2006). Analyzes of Leadership Model and Practices that Encourage Innovation Leadership research has been and will be completed by many individuals and has led to many theories and models to be developed that have both similarities and differences. The four theories or models of leadership that have been developed and researched include trait theories, transactional leadership, transformational leadership, and situational leadership. The research on each of these leadership models has varied in amount and focus, but most of the information has helped to develop theories and styles that can be important in understanding and developing leadership skills (Nahavandi, 2006). Organizations using transactional leadership develop an organizational design and use it within the organization to focus on tasks and the reward structures for completed tasks (Nahavandi, 2006). Lafley was able to change the company dynamics and business model with the use of this leadership model, as P&G transformed from a closed innovation business model to an open innovation business model allowed for the company to reward Lafley for his works. Proctor and Gamble (P&G) is said to have had one of the most impressive research and development labs, which kept them leaps ahead of their competition until the late 1990’s. It should be noted that what is significant about P&G during their early innovative years is that their research labs were global although their innovative R&D processes were at the time considered “closed”. Actually, P&G had taken a significant step into the future long before their competition by strategically developing global R&D teams within their organizational infrastructure (Rao, Venkatesh, & Devi, (2009) p. It was the pressure of new technologies challenging organizations to work outside their infrastructural comfort zones, which sparked Alan Lafley to connect with an R&D team outside P&G in order to develop a new product (Rao, et, al., (2009). It was this very act that facilitated the Connect & Develop (C&D) Model. This model revolutionized networking by using technology to bring diverse individuals together in order to develop new ideas, thoughts, processes, products, and services, for the future. Why I Chose This Model
I chose this model as it allowed Lafley the chance to infuse his innovative...
References: Dyer, J.H., Gregersen, H.B., & Christensen, C.M. (2011). The innovator 's DNA: Mastering the five skills of disruptive innovators. Boston, MA: Harvard Business school Publishing.
Fry, F.L. & Hattwick, R.E. (2004). Business an Integrative Approach, 3e, Chapter 1: The nature of Business: The Big Picture, New York, NY: McGraw-Hill, Companies.
Nahavandi, A. (2006). The Art and Science of Leadership (4 ed.). Upper Saddle River, NJ: Prentice Hall: A Pearson Education Company.
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