Intuitive Surgical

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Abstract
This paper will explore the strengths and weaknesses of Intuitive Surgical. This paper will analyze which leadership model(s) and practices would encourage innovation considering the global context of the organization. This paper will also assess how the information in the Intuitive Surgical case study does or does not exemplify the five discovery skills. Lastly, in this paper I will assess the actions that the leaders of this organization took to shape culture and processes to be more innovative.
The leadership model(s) and practices that would encourage innovation considering the global context of Intuitive Surgical
Intuitive Surgical is a company that has led the country as the global technology leader in robotic assisted minimally-invasive surgery (Hoffman 2012).Their main product is the da Vinci Surgical System which is a robotic surgical system designed to perform urologic, gynecologic, cardiothoracic, and general surgeries that are much less invasive than traditional surgeries (Hoffman 2012). This company was definitely a leader within their market. Each of the different leadership models support innovation within organizations in some form or fashion. In order to grasp how, one must first develop an understanding of innovation and leadership. Innovation has many meanings, but on a broad scale one can say that innovation is thinking outside the box. Leadership is a bit harder to describe because it is best understood when seen. To put leadership in words according to Doyle and Smith, leaders often become visible when an innovative response is needed (2001).
Now that we have an idea of what these words mean, one of the leadership models that would be of great benefit to Intuitive Surgical is the transformational leadership. This leadership model serves as a role model by gaining the trust and confidence of peers and employees. By stating future goals, developing plans to achieve these goals and displaying an innovative edge, transformational



References: Doyle, M., & Smith, M. (2001). Classical models if managerial leadership; traits, behavioral, contingency of transformational theory. Dyer, J., Gregersen, H., & Christensen, C.M. (2011). The Innovator 's DNA: mastering the five skills of disruptive innovators. Boston, MA: Harvard Business Review Press Hitt, M. A., Haynes, K. T., & Serpa, R. (2010). Strategic Leadership for the 21st century. Hoffman A. (2012). Intuitive Surgical Inc.: How Long Can Their Monopoly Last.

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