MBA FP6066 JohnsTina Assessment1 2

Topics: Innovation, Leadership, Management Pages: 9 (1941 words) Published: May 30, 2015


Foundations of Leading Innovation
Tina Johns
Capella University

Introduction
The paper analyzes two leadership practices in their support of innovation in organizations, examines the discovery skills for their promotion of innovation in organizations and reviews the writer’s own strengths and weaknesses with discovery skills and how they affect their ability in an organization. Leadership is an important and essential component for an organizations innovation. In order to have the organization thrive the leaders must be able to develop goals, visions, and innovation. The leaders must engage with the employees of the organization and create a sense of belonging in order to have them commit to the organizational innovation. Leader’s commitment to the organization and ability to sustain personnel are assisted by skill sets such as the ability to lead employees, strategic planning, inspiring commitment, and managing change. Discovery skills are also utilized by the entrepreneur leaders in order to achieve their goals within the organization. Discovery skill include associating, questioning, observing, networking, and experimenting. Discovery skills contribute to the leader’s ability to generate insights which result in new processes and products. Leadership Practices That Support Innovation in Organizations In order to discuss how leadership practices support innovation, one must first understand the term innovation. Innovation is defined as “applied creativity that achieves business value.” (Legrand & Weiss, 2011, para. 4). It is the best process to solve complex problems or take advantage of complex opportunities. Innovation follows the participation of individuals and teams taking part in innovative thinking. Organizations which utilize innovative practices consistently develop systematic practices that foster individuals and teams ability to achieve value. Creativity and innovation should not be confused. Creativity concerns developing new ideas relevant or not, useful or not, able to be implemented or not. The outcome of innovation accomplishes distinct worth for an organization. (Legrand & Weiss, 2011). One leadership practice is the ability to lead people. Executive leaders influence the culture. They control the strategic direction, and practices and skills taught to all employees. Leaders must develop and illuminate the goal for innovation. Without a clear and concise goal, employees will not be able to determine the specific issues and therefore unable to innovate toward the specific task. They must understand exactly what can hinder the teams and individuals from innovating within the organization. The leaders must commit completely to the overall goal of innovation and have the ability to sustain the movement. Strong commitment shown in their actions is also a must in developing innovation (Legrand & Weiss, 2011). In developing innovation within an organization, leaders have to be obligated to their employees and the organization. They must be able to direct and motivate employees. Leaders will employ capable and intelligent individuals. The employees will be evaluated on their actions and proficiencies which are evaluated using consistent measurement practices. They develop institutions of fairness and furnish opportunities for employees to thrive within the organization. Organizers will facilitate training through organized systemic practices and forums in order to share best practices and experiences. The organization’s environment will also provide employees with an avenue to provide comments and feedback in an understanding and open minded atmosphere (Leslie, J. B., 2009, p. 9-11).  A second leadership practice utilized in supporting innovation in an organization is the ability to inspire commitment. The correlation between the ability of a leader to inspire a shared vision will produce outcomes of performance, commitment and reduced turnover...

References: Dyer, J., Gergensen, H., & Christensen, C. (2011). The Innovator 's DNA: Mastering the Five Skills of Disruptive Innovators. Boston, Massachusetts: Harvard Business Review Press.
Hyatt, Katherine. (2011). The Influence of Vision on Perceived Organizational Support. Kravis Leadership Institute, Leadership Review, Vol. 11, 157-170.
Legrand, C., & Weiss, D. (2011, July 1). How leaders can close the innovation gap. Retrieved from http://iveybusinessjournal.com/publication/how-leaders-can-close-the-innovation-gap/
Leslie, J. B. (2009). The leadership gap: What you need, and don 't have, when it comes to leadership talent. Retrieved from http://www.ccl.org/leadership/pdf/research/leadershipGap.pdf
Pallister, S. (2009, December 21). The innovator 's DNA. Retrieved from http://knowledge.insead.edu/entrepreneurship-innovation/the-innovators-dna-1264
Smith, R. (2010, May 14). The Five Skills of Innovation. Retrieved from http://www.modern8.com/the-five-skills-of-innovation/
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