History and sources of innovation.
Innovation as a term is often associated with new developments across entrepreneurship, technology, and scientific fields. It is normally associated with expertise levels of knowledge leading to the development of products. Innovative practices in resource managing at different capacities has been a game-changer to the leading platforms. Innovation has incorporated diverse leadership styles and generated all inclusive and transformational influence to all innovative leadership stakeholders. Innovation in leadership crucially depends on the leader. Currently, organizations are thirsty to implement innovative leaderships and incorporate innovation into their existing leadership structures. This has mostly been steered by globalization impacts, technology advancements, climate change, and revolutions of knowledge being witnessed at several platforms.
The struggle to adapt to the robust changes around the world has been the necessity of innovative leadership. Companies and organizations have continuously shifted the focus of leadership roles to uplift success and creative efforts. Historically, innovation is believed to be a product of curiosity, tenacity, integrity, humility, and courage (Hubbard, 2012). These leadership virtues have always been the base act of the leaders in the development and adoption of innovation in leadership.
Out of curiosity, leaders tend to stretch their efforts beyond the base satisfaction of undertaking their roles. Innovative leaders often expose themselves to diverse perspectives and dialogues to encounter creative and relevant solutions to the leadership dynamics. An open-minded sense often achieves leadership innovation with a strong will and perception to embrace the changes whenever necessary (Schoemaker, Heaton & Teece, 2018). Leaders have often yielded to being innovative by them being not deconstructed off their course by leadership pressures.
The development of innovation in leaders depends on their consistency in undertaking their actions and how they perform their functions and principles. Besides, innovation in leadership has often been known as a product of self-awareness and humility. The humility is accompanied by the courage to accept and incorporate new changes rather than sidelining them or isolating themselves whenever changes arise.
Innovation in leadership results from several dynamic changes witnessed at managerial and workplaces by various people. For example, businesses have been greatly affected by the introduction of technology, thus affecting their leadership models. This has necessitated the incorporation of innovative leadership among the conduct of the businesses. Technology has traversed across many platforms and organizations and has consequently been absorbed.
Climate change is a forefront source of innovation across many fields. Climate change effects require increased policy-making levels and technological advancements. Leaders have been subjected to open-mindedness in engaging the threat. However, several companies have courageously engaged in several activities that have changed and influenced their administration and managerial ways of conduct. Leadership challenges have also played a crucial role in innovation by the leaders. These challenges have subjected leaders to wider and great ideologies. These ideologies have motivated them to venture into new leadership methods to create value and desired managerial designs.
Organizations often change their goals yearly as per the prevailing market and service provision conditions. These organizational aims often shape the leadership orientation and priorities, thus influencing the incorporation of innovation in leadership. The leadership aims indirectly to direct the leadership structures to engage in innovative ways to meet the organization's goals. This makes organizations goals a source of innovation to leadership and its business processes.
Innovation and the Change process
Innovation is a gradual procedure that takes place at different stages. It is a gradual form of improvement with continuous incorporation of discovered ways or products for leadership. Being innovative is simply being creative; creativity is vital to firm and directional leadership practices. Currently, there exists a wide range of difference between leadership and innovation in leadership. Several factors are key to the incorporation of innovation in existing leadership styles. Innovation is a process that requires a great extent of dynamism in its operational context.
Leaders are the vital organ in fast-tracking and leading innovation in leadership. Leaders are conditioned to three fundamental management practices, according to Anand and Saraswati (2014). Leaders are tasked with integrating innovation strategically into their main agendas and those of other senior leaders to achieve an innovative organization. Secondly, the top most managers of organizations should maximize their employees' existing skillset and not shift their way of operations, giving favorable conditions for innovation to flourish and emerge. Lastly, organizations should strategically encourage an innovation-based culture in its processes and by its employees through its leaders. In an innovative environment, most people often trust to propose ideas from their thoughts. The institutions collectively consider and engage in their employees' suggestions and participate jointly in the involved risks.
It takes seriousness and cumulative efforts to achieve innovation in leadership. This occurs as a gradual process and requires several steps to be achieved. According to Anand and Saraswati (2014), there are seven crucial steps to achieving leadership innovation. Firstly, leaders ought to welcome challenges in their work and work with them positively by accepting challenges. Secondly, leaders should continuously steer change on their areas of responsibility through proposals generated collectively by their inferiors. Leaders should seek and gather knowledge from their stakeholders and engage them in rightful decisions.
Revolutionary change in the culture of leadership and work affect the ability to become innovative. Leaders should continuously support and make efforts that encourage an innovative leadership pattern. Leaders should always express value to their employees' opinions, and ensure whenever there are issues in the organization, opinions to resolve the matters are gathered from the members and deliberated collectively. This gradually achieves an innovative culture at places of work as it engages employees on managerial matters.
To achieve full innovative leadership, leaders ought to be taught to embrace innovation and innovative thinking. The establishment of learning systems to educate on innovative leadership's key practices and how to incorporate into routine organizations activities is key. The professional systems will help leaders in gathering knowledge of the required practices of innovation. Decision making also is an area requiring a change to achieve innovation. Leaders ought to be considerate of their stakeholders in making decisions to ensure that the correct and favorable decision is made. However, after making decisions, the systematic implementation should be adhered to, and collective participation is encouraged.
Technology is one of the most elements of innovation. Leaders should exhaust technology as it can be innovative as a leadership program by itself. Therefore, all infrastructures should be accessed digitally by the stakeholders, encouraging their potential to utilize creative skills. Leaders are the pivot to the innovation and processes of the organizations. Innovative leadership is fully dependent on accountability. Therefore, leaders should conditionally demand accountability in their areas of representation to uphold their innovative sense. The described actions and steps are basic factors that will spearhead the change of leadership to innovative leadership.
Communication Practices: Creativity, Innovation, and engagement.
Innovative leaders require a strong ability to communicate while engaging in their routine tasks. Excellence in communication practices is achieved through higher creativity levels, innovation, and significant engagement methods. For one to be an innovative leader, one must be creative by thoughts and actions. Creativity is an aspect of curiosity that delimits one from thinking close but rather opening up their minds to a better-pictured perspective. Innovative leaders should possess the ability to adequately communicate their visions and strategies of leadership in organizations (Hughes, Lee, Tian, Newman, & Legood, 2018). Through reliable communication channels, the leader's objectives and visions can be internalized by his teams, leading to the objectives' smooth actualization. Therefore, a desirable communication is known to be creative, innovative, and able to engage the whole team.
Living in an economy led by innovation, creativity is utilized in all aspects of processes. Creativity is required for businesses to academic programs. Therefore, to achieve effective leadership in innovative environments, we require creativity as a leadership quality. Creativity presents a platform to express and share interests from intellectual perspectives for communication purposes. Creativity can be used to draw pictures on the minds of respective team members on the organization's vision and its leaders. To achieve desirable communication and intentions, it is creative to have precision in making work choices and expressions to achieve an intended meaning of communication. Leadership decisions depend on creativity for relevance and objectivity.
Innovation and creativity incorporated in communication strive to introduce new and significant ideas to the industry's processes. Innovation facilitates the implementation of better and collectively thought ideas in communication aiming at achieving desired leadership skills. Leaders. Innovation as a leadership communication aspect establishes social reactions, enabling further discussions of the issues at hand by gathering perceptions from various firms' stakeholders. In innovative communication, employees are regarded as the most vital segment that could reasonably impact the organization's great change. According to Husam, Naser, El Talla, and Al Shobaki (2018), Employees are perceived as the most significant group by 90 percent to target by innovation in communication.
Communication is a key aspect that could cripple the functions of an organization when strictly not looked into. The stakeholders ought to facilitate engagements in conversations that will profitably share ideas leading to the company's prosperity. Leaders should spark and ensure conversations are kept on track while engaging all team members to better view the tasks before making any decisions (Motschnig, Ryback & Motschnig, 2016). Through engagement, leaders will encourage their teams to display their innovative skills as they are inconsequential of any outcomes.
Engagements help in reaching out to concrete decisions that are facilitated. Ideas will be gathered as communicated and, despite the result utilizing a single or combined ideology. Leaders will utilize the gathered knowledge to cover and ensure further decisions and policies of good leadership and cultures are achieved. Innovative communication by engagement unveils ideas that organizations could benefit from and prevent anticipated future problems. Innovation in leadership extends across various fields. It is a virtue that every leader should have a grasp and possess the power to execute with distinction. Innovative leadership with strongly backed up communication transforms teams and organizations to their maximum potential (Gordon, 2017).
Anand, P., & Saraswati, A. K. (2014). Innovative Leadership: A paradigm in modern HR practices. Global Journal of Finance and Management, 6(6), 497-502.
Gordon, J. (2017). The power of positive leadership: How and why positive leaders transform teams and organizations and change the world. John Wiley & Sons.
Hubbard, A. (2012). Leadership innovation. Management Today, 30(8), 62-65.
Hughes, D. J., Lee, A., Tian, A. W., Newman, A., & Legood, A. (2018). Leadership, creativity, and innovation: A critical review and practical recommendations. The Leadership Quarterly,29(5), 549-569. doi:10.1016/j.leaqua.2018.03.001
Husam, R., Naser, S. S. A., El Talla, S. A., & Al Shobaki, M. J. (2018). Information Technology Role in Determining Communication Style Prevalent Among Al-Azhar University Administrative Staff. International Journal of Information Technology and Electrical Engineering, ITEE, 2018, 7 (4), pp.21-43.
Motschnig, R., Ryback, D., & Motschnig. (2016). Transforming Communication in Leadership and Teamwork. Springer.
Schoemaker, P. J., Heaton, S., & Teece, D. (2018). Innovation, dynamic capabilities, and leadership. California Management Review, 61(1), 15-42. https://doi.org/10.1177/0008125618790246.