Leadership Innovation
The Role of Leadership Styles in Organizational Innovation and Success
Purpose Statement / Problem Statement
Theory
Effects of theory
Limitations of the theory
Innovation and Organizational Success
Leadership Style and Innovation
Leadership Styles and Organizational Success
Instruments for assessing leadership style
Vl. Methodology
Vll. Type of Study
Quantitative Research
Qualitative Research
Vlll. Conclusion
This study will attempt to identify which leadership style is best suited for organizational innovation and success. There are a large range of factors to be considered. Among them, leadership style has been recognized as one of the most important of the various considerations. Leadership style correlates to positive transformation as well as influences organizational innovation and often diffusion of innovation. A few studies have empirically examined and found the links between leadership style and innovation at the organizational level and even connection between style of diffusion of innovation and success. Leadership style has been traditionally emphasized as the most important individual influences on organizational innovation (Goldsmith, Baldoni and McArthur, 2010).
Within the development of the literature, researchers and professionals have started believing that the collective capability of organizational learning plays a key role in determining innovation which passively affects the real form of success. In the structural equation model organizational learning creating a stronger direct influence on innovation than leadership style but however, leadership had a strong, significant influence on organizational learning, indirectly affecting firm innovation and success. Influential leadership always motivates the inverted pyramid style managerial structure of employees as a part of organization. Functional key of success is depending on exceptional innovation and diffusion. This is basically an extended effort of the top level leadership in a model of managing strategic contradictions associated with paradoxical cognition. Top leaders are articulating a paradoxical frame, differentiating between the strategy and feature for the existing product and those for innovation, moreover integrating between those strategies and features while diffusion of any new innovation. Still there is a big lack of research which specifically examines the contextual conditions under which this factor enhances the organizational success (Lindebaum and Cartwright, 2010).
II. Purpose Statement / Problem Statement:
a. The purpose of this study is to explore and provide a deeper understanding of the relationship between leadership styles and organizational innovation. This research will also provide all the details of connectivity factors and catalysts of ultimate organizational success, which will enhance the basic idea of relation between leadership style and success. These factors vise aversely spread effect on total management strategy.
b. It is not fully known to what extent leadership styles keep impact on innovation and diffusion which ultimately is a critical success factor of innovation enhancement and organizational success. Therefore, this study will investigate to provide a deeper understanding of the relationship between leadership styles and organizational innovation and success. During the course of investigation it will go through different phases and experiments even it may change or update few previous concepts.
III. Literature Review:
Theory:
Transformational Leadership Theory: This research is intended to investigate the impact of transformational leadership on organizational innovation, and to determine whether transformational leadership acts as a positive catalyst in organizational success. Bass discussed in his theory of Transformational Leadership about both organizational environment and personality factors. Charismatic leaders basically are more successful to motivate others employees and even the higher managements. Bass (1985) in his theory deals with such consideration that the association between transformational relationship and organic system brings changes rapidly. In the early pre-theory period there were a number of hypothesis that didn't fit the other theories, even often fit the involving attempts to make factor analysis fits with constructs that they stubbornly refused to accommodate (Hawkins, 2011). As the rapid technological changes are continuously taking place in today's dynamic work environment, transformational leadership leading change of high value in the organization. According to Goldsmith, Baldoni and McArthur, (2010) power needs to be predominated in transformational leaders and affiliation needed in transactional part. This theory has a big implication on the training of an employee. It is done by helping the staff, making them self-confident, making them aware of their further goals. From previous all the works it has been proved that good leaders are not only transformational but also transactional. There are hierarchies of correlations among the various leadership styles. In this theory there are multiple levels of analysis and psudotransformation (Goldsmith, Baldoni and McArthur, 2010).
Effects Of theory
This theory shows a continuous progress of leadership...
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