...we must first outline the environment that made the transformation necessary. There were several global trends that influenced the need for Nayar to create a more innovative organization. According to Nayar, when he was appointed to be CEO, the company's revenues were growing by about 30% a year and were some 765 million, which on the surface would be great however, it was losing market share and their competitors were growing at 10% or 20% faster rate each year, not to mention, the IT services industry was changing rapidly. “Customers didn't want to work with an undifferentiated service provider that offered discrete services; they wanted long-term partners that would provide end-to-end services”.(Nayar, 2010) Disruptive innovation: Nayar understood, in order to make the change he would have to convince not only the board, executives and managers but, the frontline employees as well. How would he accomplish this? Nayar described it in two parts point A (acknowledgement) and point B (Identifying). Point A, He began asking questions of the senior managers about company position in the market and what the company's current position was. He stated some believed the company was not in trouble, they believed history told the story, some believe that...
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...visually show the required leadership behavior. Leadership is not about personality; it’s about behavior, an observable set of skills and abilities. And when we first set out to discover what great leaders actually do when they are at their personal best, we collected thousands of stories from ordinary people and the experiences they recalled when asked to think of a peak leadership experience. Evaluation of the different leadership models as presented in Fry & Hatwick's research and how style dramatically impacts a leaders ability to influence behavior and be innovative in an organization. Just like in the Innovators DNA, disruptive and innovative leadership is essential for progress and growth. In Dyer's research, the authors use numerous real world examples of great companies such as Apple where their motto is to "think differently" which is what disruptive DNA is in a nutshell (Dyer, et. al, 2011). Fry contends under the "trait theory" leaders may be born, or made if they have specific qualities such as intelligence, responsibilities, and ethics (Fry, 2004). In examining how this theory supports innovation, it is obvious that in order for a leader to invoke innovative change, they must have the intelligence to comprehend such changes. Also, they must practice responsible behavior and use ethical approaches, otherwise, their methods would be flawed and they would fail. Trait theory demonstrates that innovation is a combination of key indicators that are...
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...& Christensen ‘s Innovator’s DNA associating, questioning, observing, networking, and experimenting. Lafley applied these skills to create an innovative organization and gave a blueprint for other innovative organizations to follow. Although, leadership is a group experience that includes interpersonal influences or persuasion, is goal directed and can lead others through certain actions or to achieving goals through influence, and has hierarchy within the group that can be formal and well defined or informal and flexible. Leaders assist in establishing goals and reaching those goals through actions, allowing individuals in leadership positions to be effective (Nahavandi, 2006). Analyzes which leadership model and practices would encourage innovation considering the global context of the organization in your chosen case. Leadership research has been and will be completed by many individuals and has led to many theories and models to be developed that have both similarities and differences. Four theories or models of leadership that have been researched and developed include trait theories, transactional leadership, transformational leadership, and situational leadership. The research on each of these leadership models has varied in amount and focus, but mostly the information has helped to develop theories and styles that can be important in understanding and developing leadership skills (Nahavandi, 2006). Just like in the Innovators DNA,...
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...market, businesses must push to create and produce innovative products and services for their customers. When looking at the success of gained by organizations like Apple, Amazon, or Google, their innovative successes has allowed them to achieve global reign in their individual business areas. The success gained by these companies cannot be credited to only the vision of their CEO/leader but the credit for the success goes to everyone involved in the design, production and management of all the projects within the company. In The Innovator's DNA, innovative leaders have obtained and held onto three prominent skills that these innovative organizations have which generally help contribute to the successes of the respective companies. Along with the DNA of disruptive leaders and organizations, Doyle & Smith (2001) told of what they named “Classical Models of Managerial Leadership”. With having a strong leadership model with the DNA of the disruptive leaders and organizations, organizational leaders have the capability to takeover a global market by creating what will be considered to be a truly innovative product and/or service. One of these great innovative organizations in the medical world is Intuitive Surgical. This robot-aided surgical company created the “da Vinci Surgical System”. This is the companies most innovative and profitable product yet. The dynamic company industrialized a groundbreaking product and reached market supremacy worldwide! While their competitors have started...
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...Abstract This paper outlines a concept for understanding innovation and explains how to lead innovation in an organization. This paper examines and describes how leadership models support innovation in organizations. This paper also addresses the role of discovery and delivery skills for their support of innovation in organizations. Lastly, in this paper I will explore my own strengths and weaknesses in the discovery and delivery skills and speak about how they help or hinder my ability to support innovation in organizations. Models That Support Innovation in Organizations Each of the different leadership models support innovation within organizations in some form or fashion. In order to grasp how, one must first develop an understanding of innovation and leadership. Innovation has many meanings, but on a broad scale one can say that innovation is thinking outside the box. Leadership is a bit harder to describe because it is best understood when seen. To put leadership in words according to Doyle and Smith, leaders often become visible when an innovative response is needed (2001). Now that we have an idea of what these words mean one of the leadership models that support innovations in organizations is transformation leadership. Transformational leaders serve as a role model by gaining the trust and confidence of peers and employees. By stating future goals, developing plans to achieve these goals and displaying an innovative edge, transformational leaders...
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...Unit 2 Assignment 1 – The Role of Leaders in Innovation MBA6006 – Leading Innovation Global Org Shyla Hasal Capella University INTRODUCTION With the changes in technology and globalization, most organizations today are faced with a dynamic environment. It is important that organizations operating in today’s economy need to be more artistic and innovative to stay alive, to contend, to develop, and to lead. Innovative companies are almost always led by innovative leaders (Dyer, 2011). Leaders are people who are able to think and act creatively in non-routine situations – and who set out to influence the actions, beliefs and feelings of others (Doyle, 2001). Classical Leadership First, to lead involves influencing others. Second, where there are leaders there are followers. Third, leaders seem to come to the fore when there is a crisis or special problem. In other words, they often become visible when an innovative response is needed. Fourth, leaders are people who have a clear idea of what they want to achieve and why (Doyle, 2001). Literature over the last 80 year list four main “generations” theories of leadership which are: Trait theories, Behavioral theories, Contingency theories, and Transformational theories. Strategic Leadership Strategic leaders must develop and maintain a culture that fosters and encourages innovation, and invest in the development and exploitation of innovation (Pellet, 2008). According to Krupp (2013), most executives do not consider...
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...The Role of Leaders in Innovation Capella University Leading Innovation Global MBA6006 The Role of Leaders in Innovation Introduction The role of leaders in innovation is crucial to the success of businesses and for their continual growth in the economy. Leaders have to possess the DNA of innovators in order for them to lead their companies to newer heights in the industry and world. “Innovation is the lifeblood of our global economy and a strategic priority for virtually every CEO around the world” (Dyer, Gregersen, Christensen, year, pg 1). Therefore, leaders must incorporate the DNA of innovators. The introduction should tell us the precise purpose and organization of the paper. Leadership Models There are many leadership models that companies can incorporate to support innovation within their organizations. Depending on the specific company and what they are trying to achieve, one leadership model may be beneficial for one company to implement while it may fail another companies company’s goals. Nevertheless, there are two leadership models that can encourage and support innovation, which are the situational leadership model and the transformational leadership model. Situational Leadership Model The situational leadership model supports innovation in organizations due to the different personalities and strengths of their fellow subordinates within the company. This model also supports the innovation in the organization because each issue and...
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...LEADERSHIP APPROACHES AND MODELS Introduction This paper introduces two models that support innovation in today’s business world. The Transformational Leadership Model and the Situational Model. Both models are described in depth and show how they can be used in today`s diverse workforce. The Discovery and Delivery Skills describes how the research in the Innovators DNA provides an inside look into how you can become more innovative. In today`s fast pace get it done era, innovation is key in the success of any business. Leadership is vitally important and to combine styles and models to achieve success is needed in today`s market. Discovery and Delivery is an area where every leader or potential leader must take a look at their own strengths and weakness and reevaluate what they need to do to improve. Leadership Models that Support Innovation in Organizations Transformational Leadership Model: Transformational leadership theory, started with the works of Burns and was later researched and supported by Bass. Bass took the concepts of Burns into a more operational working model that is commonly referred to as the Transformational Leadership Model. Five categories were established originally in the works of Bass and Avolio; they were idealized influence as: attributed charisma, behavioral charisma, inspirational motivation, intellectual stimulation and individualized consideration (Antonakis and House, 2014). With the five parts idealized influence/attributed...
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...Analysis of Leaders in Innovation March 17, 2014 Introduction In today’s ever changing global economy, even the most innovative organizations constantly have to reshape themselves, in order to maintain their positions as industry leaders. In reshaping their organizations, leaders must have the ability to drive innovation and help their organizations to become even more innovative then they are. As global trends emerge, they influence the need for organizations to innovate in order to have a competitive advantage and be successful. When we examine the case of HCL Technologies (HCLT), it is evident that the former CEO, Vineet Nayar, planned and executed a clever strategy to turn around the company’s fate from a suffering IT service provider to an industry leader. This paper will analyze Nayar’s leadership behaviors and skills; and how he applied these to combat the global trends affecting HCLT and create a more innovative organization. In assessing Nayar’s discovery skills in his innovation leadership, opportunities will also be evaluated for ways in which Nayar can improve these skills in support of leading HCLT further in innovation. Global Trends Affecting HCLT Overall, Nayar’s success story with HCLT comes from his ability to drive innovation and transform HCLT into a more innovative organization, despite the global adversities that the company faced. In his article, Nayar (2010) tells us that HCLT’s revenues were growing by about 30% a year when he became...
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...Plato said that “Necessity is the mother of invention” (Good Reads, 2016). To be an innovator one must know what the make up or DNA of the innovator. It takes leadership and hard work along with the knowledge to make the changes that others not only don’t see, but haven’t even thought to look for. The old cliché is that the first step is to admit there is a problem. That is where humans can go wrong. Because it is far easier to ignore the problem and work around the problem then to try to fix the problem. Change can inflict fear, the fear of failure. Role of Delivery Skills: Some of the lower level ‘leaders’ are experts delivering the product or idea. However, that is only a small part to the overall process of innovation. It is important to be able to deliver the product for lack of a better term. The idea of how to change the process in order to fix or improve a product is great. But the sole idea without the follow through to see that the new plan is implemented the idea is worthless. Just like the workers or follows flawlessly achieving just inside the box and never striving to reach past the broken process to improve the product is just as worthless. Leadership Practices that Support Innovation in Organizations: How does one foster the part of the process of which he or she is lacking? Being able to self-identify is the first step. Leslie states that “data show that many leaders’ strengths are not in areas that are most important for success. Organizations...
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...Foundations of Leading Innovation Capella University Introduction This paper examines the leadership practices of managing change and employee development and how they support organizational innovation, analyze how discovery skills support innovation and successful innovators, and explore the author’s own strengths and weaknesses in using discover skills and the leadership practices of managing change and employee development. An organization that develops and fosters the right leadership culture has a competitive advantage over organizations that do not embrace the benefits of a strong leadership culture. Developing and fostering a culture of high performing, innovative leaders at all levels of an organization is more beneficial than creating business plans or adopting the latest leadership trends that will quickly be forgotten and will become obsolete by changes in the marketplace (Waagen, 2002). Leadership Practices That Support Innovation in Organizations Managing Change Developing and facilitating strategies for managing organizational change effectively are skills that high performing leaders are able to utilize in order to be successful. High performing leaders see change as opportunities and are able to adapt and lead others through the change. Change for them is not a challenge or a setback but opportunities to adapt to changes occurring around them and to help other overcome their resistance and fears to the changes. According to (Leslie, 2009 pg.12), “being...
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...Foundations of Leading Innovation Introduction This paper examines the leadership practices of managing change and employee development and how they support organizational innovation, analyze how discovery skills support innovation and successful innovators, and explore the author’s own strengths and weaknesses in using discover skills and the leadership practices of managing change and employee development. An organization that develops and fosters the right leadership culture has a competitive advantage over organizations that do not embrace the benefits of a strong leadership culture. Developing and fostering a culture of high performing, innovative leaders at all levels of an organization is more beneficial than creating business plans or adopting the latest leadership trends that will quickly be forgotten and will become obsolete by changes in the marketplace (Waagen, 2002). Leadership Practices That Support Innovation in Organizations Managing Change Developing and facilitating strategies for managing organizational change effectively are skills that high performing leaders are able to utilize in order to be successful. High performing leaders see change as opportunities and are able to adapt and lead others through the change. Change for them is not a challenge or a setback but opportunities to adapt to changes occurring around them and to help other overcome their resistance and fears to the changes. According to (Leslie, 2009 pg.12), “being able to adapt to...
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...Innovation Leadership: Intuitive Surgical Leadership Model Intuitive Surgical utilizes the transformational leadership model. Transformational leadership helps management promote motivation, morale, and job performance. Under this leadership, employees and management will be able to help each other grow, which in turn helps the company become more innovative. In comparison to other leadership styles such as applying Nayar’s Employee First, Customer Second (EFCS) culture, Intuitive Surgical falls into a different business industry that acts as a monopoly. In these types of cases, things fall into one roof meaning the company’s goals should be passed down from top to bottom. Some strategies that Intuitive Surgical practiced to ensure success in the organization was to follow strategic objectives that helped growth within the company especially when their 2016 patents expire (Hoffman, 2010). According to Hoffman, the company’s objectives were to focus on key objectives, develop industry alliances, focus on key institutions, focus on leading surgeons to drive rapid and broad adoption, maintain market leadership, and increase patient awareness. By creating industry alliances, companies can collaborate with each other to create innovative ideas together so that the best products can be produced. Under developing industry alliances, Intuitive Surgical “will continue to establish strategic alliances with leader medical device companies… in areas of product development, training, and...
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...What drives a successful business? Motivated employees, a strong business structure, strategies, and capabilities to name a few factors. But the most important factor of a successful business that puts all these together is an innovative leader. Innovative leaders motivate employees, form a strong business structure, come up with strategies and make them form into a reality or final product. I. How leadership models support innovation in organizations What makes a successful innovative leader? So far in this course we have read of a few leadership models that support innovation in organizations. In "Classical Leadership," Doyle and Smith summarize key models of leadership: traits, behavioral, situational, transactional and transformational, authority, and charisma. While there are other models, this article introduces some of the most important models of leadership. Doyle and Smith (1999) suggests some traits that good qualities and traits innovative leaders have are physical vitality and stamina, intelligence, action oriented judgment, eagerness to accept responsibility, task competence, understanding of followers and their needs, skill in dealing with people, need for achievement, able to motivate people, trustworthiness, decisiveness, self-confidence and assertiveness. All of these are great traits to have, but it doesn’t mean that all innovative leaders possess all these traits, nor is it necessary to have all these traits to be a successful innovative...
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...Unit 2 Assignment 1 Your name Here MBA6006 Dr. Bill Reed- Capella University Leadership Skills and Innovation According to Leslie, “For organizations to build leadership strength, they first need to know what elements of leadership are needed and valued in the organization and for what roles (pg. 4).” I believe this is important to realize for any organization, because the focus may be different when choosing a leadership skill to focus on. In my current position, I would choose strategic planning and managing change as leadership skills that will provide the best support for leading innovation in my organization. With strategic planning, I would need to develop plans that balance long-term goals with immediate needs. Most importantly, I will have to manage change coming into a department that needs a major facelift. I have to ensure that I brainstorm and implement effective strategies for facilitating organizational change. Leslie stated it best, “Such a manager views change positively, adapts plans as necessary, manages others’ resistance to change, adapts to the changing external pressures facing the organization, and involves others in the design and implementation of change (pg. 12).” Managing is the upmost important because not very many people like or can handle change, so while I am new, I will/am receiving push back regarding change that I am making and I have to be able to overcome the push back as well as managing the changes to ensure that I my goals outlined...
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