Innovative leadership in organizations: the road to innovation performance
Peer reviewed, Journal article
Published version
Permanent lenke
https://hdl.handle.net/11250/3003108Utgivelsesdato
2014Metadata
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Problems and Perspectives in Management. 2014, 12 (2), 139-151. 10.21511/ppm.14(3-2).2016.10Sammendrag
Organizations often experience problems and challenges due to the development of rigid bureaucratic rules and procedures, which may represent obstacles to creativity and innovation. In a global knowledge economy, innovation is an important competitive parameter. Consequently, anything that may stimulate innovation in an organization’s creative energy fields is valuable. This paper addresses one question: What management roles of an innovation leader may enhance the development of innovation in an organization’s creative energy fields? Methodology used is conceptual generalization. The article suggests, clarifies and discusses four roles of an innovation leader’s that may have a positive impact on an organization’s innovation performance in creative energy fields. The roles are conceptualized as “the innovation leader as an expert”, “the innovation leader as a reputation builder”, “the innovation leader as a relationship builder”, and the “innovation leader as a creative change force”. The article argues how these four roles are important in promoting innovation in organizations. By doing this, the article contributes to the extant knowledge on how four different roles of an innovation leader’s may enhance an organization’s innovation performance in creative energy fields.