Innovation Leadership Project
Ashley N. Castell
The company I chose to my analysis on Proctor & Gamble. P& G, a $40 billion company with 1,600,000 had been selling around 300 in more than 80 countries. Till the 1990’s, P&G used ‘invent it ourselves’ model to achieve growth. In 2000, its products failed in the market and P&G experienced a decline in its sales. To leverage its business, P&G adopted a new model known as ‘open innovation’ in the year 2001. Open innovation is described as companies couldn’t afford to rely entirely on their own research, but instead should buy or license ideas (i.e. patents) from other companies. In addition, internal ideas not being used in a firm’s business should be taken outside the company (e.g., through licensing, joint ventures, and spinoffs), (Rao et. al, 2006). Companies who use the open innovation model are able to exchange ideas and information with each other to support innovation.
When reading the article, “Classical Leadership”, the behavior and transformation approaches appealed to me the most for providing the best support for leading innovation and creating innovative organizations. Behavior is one of the best approaches because it talks about the behaviors a leader should display to be effective and innovative. Under the behavior approach it describes this leader as having a concern for task, concern for people, directive leadership, and participative leadership. Concern for task is described as emphasizes the achievement for concrete objectives. They look for high levels of productivity, and ways to organize people and activities in order to meet those objectives. Concern for people is described as leaders look upon their followers as people; their needs, interests, problems, development and so on. They are not simply units of production or means to an end. Directive leadership is described as taking decisions for others and expecting followers or subordinates to follow instructions. Participative leadership is described as leaders try to share decision-making with others, (Doyle & Smith, 2001). Dyer states “one’s ability to generate innovative ideas is merely not a function of the mind, but also a function of behaviors”, (Dyer, Gregersen, & Christensen, 2011). The transformation approach is the best approach because these types of leaders think outside the box. Thinking outside of the box is another way to be creative. Doyle states that the transformational leader should raise our level of awareness, our level of consciousness about the significance and value of designated outcomes, and ways of reaching them. They get us to transcend our own self-interest for the sake of the team, organization or larger polity. Also they alter our need level (after Maslow) and expands our range of wants and needs, (Doyle & Smith, 2001).
I chose these two leadership models as supporting innovation in organizations. These models support innovation in many ways starting with the behavior of a leader. Focusing on behaviors became the dominant way of approaching leadership within organizations in the 1950s and early 1960s, (Doyle & Smith, 2001). If one focuses on the behavior on how to be a better leader, then change will take place. Under the behavior model, the style that supports innovation the most is the concern for people and participative leadership styles. The concern for people style requires leaders to pay attention to their follower’s needs, interests, and developments and the participative leadership requires leaders to allow decision-making to happen with others (Doyle & Smith, 2001). I believe the concern for people attribute reflects the observing, networking, and questioning behavior skills necessary that make up an innovators DNA because leadership cares about their followers and is interested in their participation, which can help innovation. In this approach, leadership can network with others, observe the...
References: Doyle, M. E., & Smith, M. K. (2001). Classical leadership. Retrieved on January 12, 2014 from http://www.infed.org/leadership/traditional_leadership.htm.
Dyer, J. H., Gregersen, H. B., & Christensen, C. M. (2011). The innovator 's DNA: Mastering the five skills of disruptive innovators. Boston, MA: Harvard Business School Publishing.
Rao, M., Venkatesh, T., & Devi, B. (2006). Connect and develop model in P&G. Hyderabad, India: IBS Research Center.
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