Assessing the Relationship between Leadership and Innovation by Cochran, James Paul

By Cochran, James Paul

Record kind Dissertation/Thesis
Dissertation/thesis quantity 3621737
ProQuest record identification 1545888111

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Additional info for Assessing the Relationship between Leadership and Innovation in the Public Sector

Example text

Senge (1990) concurs when he refers to leaders as the designers, teachers, and stewards of the organization. Change-oriented leadership behaviors are included in both transformational and charismatic leadership theories (Yukl, Gordon, & Taber, 2002). The roles of leaders have thus adapted from the traditional authoritarian stance to a position in which leaders are now proposing and guiding change within the organization. Appelbaum, Berke, Taylor, and Vasquez (2008) observed that transformational leadership held an advantage over directive leadership because organizational members perceived that they had a stake in the decision to change and were considered and included in the outcome.

Organizations do not exist in a vacuum, apart from the social system that surrounds them (p. 512). Van Dierendonck (2011) observed that leadership is closely related to social responsibility and loyalty. Effective leaders understand that their objective goals must extend beyond their own self-interest (Van Dierendonck, 2011) to embrace a willingness to accept 41 responsibility for not only the organizational sphere, but for the effect their organization has on the world around them. Recent research interest has evolved on the importance of the ways leaders implement organizational change and improvement.

According to Hennessey leadership appeared to be essential to improved organizational performance. VigodaGadot et al. (2008) argued that top management and leaders played a vital role in implementing organizational changes and innovations in public systems, supporting the hypothesis in this research that there was a positive relationship between leadership and organizational performance. According to Harrington and Voehl (2012), there are four innovation strategies that organizations should be cognizant of: product, process, marketing and leadership innovation.

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