Report on Leadership Constructs that Influence Innovative Behavior in employeesIntroductionThe case study is about the leadership constructs that influence innovative behavior in employees. It vividly delineates all the traits that predispose employees to embrace innovation. Finally, it concludes by highlighting the limitations that the researchers experienced as they undertook the study and how further study can be done to have more reliable results. This report will find out what really is discussed in the case and relate it to other studies. It will begin by defining leadership and innovation, discussion of the case’s problems, goals and concerns, critique of the case and finally make conclusions. Definition of leadership and innovation Theo Haimann defines leadership as the process by which an executive imaginatively directs, guides and influences the work of others in attaining specified goals.
In essence, leadership is a process that involves influencing others to do a given task or tasks in a desired way in order to achieve anticipated outcomes. On the other hand, innovation, as put by the Merriam-Webster Dictionary is the process of coming up with new concepts or products that arise from people’s ideas and the commercialization thereof. So, leadership constructs that influence innovative behavior in employees are the types of leadership activities that can be done in order to encourage employees to come up with ideas that can be commercialized.
Innovation undergoes two phases: creative and application phases. In the creative phase, only ideas are produced whereas in the application phase the ideas are applied to bear something of value. The problem/situation/concern in the caseThe issue being raised in the case study is how leaders can influence innovative behavior in employees. Assumptions made in the caseThe overriding assumption in the case is that it is only leadership that influences employees’ innovative behavior.
A critical examination brings to fore that there are other numerous factors that may induce employees to innovate. The case study also made the assumptions that all leaders are the same in both the knowledge intensive services and other industries which is not the case. Goals of each stakeholderIn the context of innovation in any organization the following are the goals of each immediate stakeholder: EmployeesInnovation to employees is aimed at earning rewards in both financial and material.
To get recognition from their superiors is also one of the goals. Leaders/managersThe managers encourage innovativeness in employees so as to produce better products to be competitive in the market by commanding a large market share. CustomersThey embrace innovation in employees so as to be guaranteed new products that can satisfy their emerging tastes and preferences. OwnersThey have a goal of seeing their investments growing and be guaranteed the going concern of the organization. Evidence relevant to innovationIt is very evident from the case that the definition of leadership (the process by which an executive imaginatively directs, guides and influences the work of others in attaining specified goals) comprise the following aspects: