Leadership Practices and Models in Innovation
In the modern world, the ongoing literature touches on the leadership practices and various models that can be used to innovate new technologies of doing things in both the private and the public sector. It is believed that the appointed leaders found in different organizations have the necessary skills required to run such organizations. However, situations arise whereby the managers and other top officials lack the basic skills to be in charge of the overall performance of these organizations. Under such circumstances, the organizations end up performing poorly since the managers do not have or do not realize the importance of developing models that are capable of handling the risk factors that may adversely impact negatively onto the business practices. As such, this paper seeks to address the various practices by the leaders and models from an innovation perspective that can sufficiently lead to the competitive advantage of the organizations. Besides, the paper intends to assess the level of personal skills and practices at leading to innovation in organizations. Further, the paper also determines to analyze models of innovation and change management to create a culture of innovation and the reason as to why it is important for a company.
Contemporary Leadership Practices and Models from the Perspective of Innovation.
Leadership practices are categorized into two broad categories, that is, political practices and managerial practices. The political leadership of the managers entails to the professional responsibilities that attach themselves to enacting policies and programs that are progressive in nature to the organization (Hussain et al., 2016). Political leadership practices separate political powers of a leader from the administrative responsibilities bestowed in a leader, which dictates that the powers of the leader are limited only to implementing policies in a more traditional and bureaucratic aspect.
In reality, though political and administrative practices cannot be able to replace each other, they can work substantially in a more reciprocated manner. The implication is that neither of the two leadership practices can do without the other as they are mutually inclusive practices. Political leadership practice in innovation relates to the personal style of a leader as opposed to the political status of that leader (Hussain et al., 2016). As political leaders, managers are supposed to have the ability to maximize the use of the available resources for the benefit of the company. They are rather not supposed to be driven by personal interests.
Further, there are transactional and transformational aspects of leadership practices of a leader that has a strong influence on innovation (Hussain et al., 2016). Under this perspective, transactional leadership relates to the operational practice of a basic level whereas, transformational leadership refers to a social practice of a more complex level. However, the commonality between the two levels of managerial practices relates to the leadership talent in a person but not their professional positioning in office.
The Kuhnert and Lewis model provides an important base for assessing the development of leadership about the practice of transactional and transformational leadership. Based on this framework model, the two authors suggested two stages of transactional leadership, one side containing weak and high leadership practice, and one stage of transformational leadership based on individual development (Mabey, 2012). Collectively, the framework was attempting to assess the impact of the practice of the leaders of others. In this model, innovation is influenced by personality ambitions and how effectively they can use their knowledge and expertise to influence changes in the society. Therefore, this calls for leaders to have specific goals and agendas that bring positive changes in the competitive business environment.
Personal Skills at Leading Innovation in Organizations
Leaders yearning for innovation in organizations must be result-oriented individuals in the sense that, they must be driven by the need to achieve global goals and stay a step ahead of their rivals (Mabey, 2012). As such, these leaders must be swift enough to respond to the existing problems and act tirelessly in making creative ideas from divergent aspects. Ultimately, to achieve this goal means that, managers must have the ability to identify new opportunities for investment.
Further, leaders must also be having the ability to create visions and sell it accordingly for profit gains in the long-run. The idea is that they must formulate realistic thoughts that rhyme with the growing needs of the environment. Moreover, a leader is supposed to have the skills that transform the mindset of the people in the direction of achieving global goals (2011).
Models of Innovation and Change Management
There are various innovation and change models that emphasizes on the continuous growth and competition among industries. They collectively highlight the importance of change regarding strategies, processes, and structures for organizations. Some of the models of change and innovation include the action research model, positive model and Lewin’s change model (Bucciarelli, 2015). The emphasis of the paper is on the Lewin’s model that is differentiated into three important stages (unfreezing, movement, and refreezing). The model developed by Lewin emphasizes on how organizations can do to enhance the status quo and change. The structure of the model is based on various loops consisting of leadership, management, and organization. According to the model, change and innovation for leaders are influenced by their ethical conditions. Further, culture is also an important ingredient for organizational change and development. Based on this model, the company may derive some important benefits with some group behavioral changes being one of the most notable changes. Again, the model will help reduce resistance to change as well as tension thus, implying that the model is more effective for company’s change (Bucciarelli, 2015).
Conclusion
The prime focus of the paper was to address the various practices by leaders and models from an innovation perspective that can sufficiently lead to the competitive advantage of an organizations. Besides, the paper also assessed the level of personal skills and practices that lead to innovation in organizations. Further, the paper also focused on analyzing models of innovation and change management to create a culture of innovation and addressed its importance for a company. In essence, different skills, models, and practices are important for bringing change and innovation in the society. Indeed change and innovation are important in organizations and leaders should have the heart to be solution-oriented towards realizing the goals of their companies.
References
Hussain, S., Lei, S., Akram, T., Haider, M., Hussain, S., & Ali, M. (2016). Kurt Lewin’s process model for organizational change: The role of leadership and employee involvement: A critical review. Journal of Innovation & Knowledge, 2(1), 1-7 http://dx.doi.org/10.1016/j.jik.2016.07.002
Bucciarelli, L. (2015). A review of innovation and change management: Stage model and power influences. Universal Journal of Management, 3(1), 36-42.
Mabey, C. (2012). Leadership development in organizations: Multiple discourses and diverse practice. International Journal of Management Reviews, 15(4), 359-380.http://dx.doi.org/10.1111/j.1468-2370.2012.00344.x
