Innovative Leadership (People)

Nigar Sultana*
Mohammad Anisur Rahman**

Abstract: For sustainable competitive advantages companies need innovation.

However, for very few organizations innovation is a part of their DNA and for the
most of companies it is a crisis element of "Constructive Destruction." However, the
recent economic crisis and evolution of business organization demand for innovative
leaders who can do the miracle (innovation) in the organization. Like any new
phenomenon, innovative leadership idea is blurry among different people and also
experts are divided in their opinion. This paper tries to solve these puzzles by
integrating the thought in a clear understandable picture. To solve the puzzle this
paper first stated about creativity, innovations and leadership to better understnnd
about innovative leadership process. Then it discussed in detail about the innovative
leadership process followed by two examples of best practice and worst practice.
Innovative leadership is the combination of four elements: emotional intelligence,
management innovations, innovative olganization and interaction with stakeholders.
These are interrelated part that enforce each other to foster innovations. Emotional
intelligence make the leader effective in performance because he can build trust and
make people committed towards the goal; it becomes easy for him to do management
innovations, develop innovative culture and interact with the stakeholders.
Management innovations set the goal, principles and policy to guide the innovations
and innovative culture foster to do the miracle by the employees. When inside is
ready for the innovations the innovative leader interacts with the stakeholders for
ideas and feedback. However, the innovative leader needs to apply sense when to be
innovative and when not to be.
Keywords: Innovative leadership, leadership, creativity, innovations, emotional
intelligence.

L.0Introduction
Innovative leadership is the demand of all time for any organization. Innovation gives
competitive edge over the competitors. But organization needs an innovative leader who
can do the miracle. This paper tries to state what innovative leadership is and what is the
process of innovative leadership. Firstly, the paper tries to give a brief impression on the
creativity, innovation and leadership that will help us to understand what is innovative
leadership. Secondly, the paper explains in detail about innovative leadership followed by
twoexample of best and worst practices in innovative leadership.

Assistant Professor, Department of Marketing, Faculty of Business Studies, Jahangirnagar University,

Savar, Dhaka
Assistant Professor, Department of Management Information Systems, Faculty of Business Studies,
University of Dhaka. e-mail: anlsur@[Link]
 The Jahangirnaga Journal of Business Studies' Vol 2, No l June 20 1 2
'
38

L.1 Objectives
leadership' The
The main objective of this paper is to develop a model for innovative
processes that make an
auxiliary benefits would be to identify the different elements,
innovative leader.
1.2 Nlethodologl
on secondary
This paper gives a conceptual framework of innovative leadership based
books, white papers and conference
information. The sources include scholarly articles,
papers. Internet has been used extensively to gather these resources.

2.0 Creativity, Innovations and Leadership

what cfeativity'
To understand what makes an innovative leader, we need to understand
innovations and leadership mean. A brief explanation of these issues has been given
below.
2.L Creativity
ideas, rules,
The literal meaning of the creativity is "the ability to transcend traditional
patterrrs, reiationships, or the like, and to create meaningful new ideas,
forms, methods'
interpretations, etc.; originality, progressiveness, or imagination" (Dictionary'com' 2011)'
Creaiivity sometimes L u outrtui gift to a person and sometimes it evolves from
creativity as the art and
experience or cross road of multi-disiipline. Dr. Gehani defined
between different
,.i".r"" of developing new meaningful associations and connections
subelements lCelianl 1998, p. Z4D. We need creativity for the progress
of our
civilization especially business. However creativity is not enough' Creative idea without
business perspectiva and implementation guideline may bring disaster
to the business
(Levitt, ZOOZi. Creativity genlrates ideas but these ideas need to be implemented'

2.2Innovations
Innovation with the organizational process and tools translate ideas into new
pl'ocesses,
products, services or b'usiness (Isaksen & Joe, 2006, pp' 54-55)' The literal meaning of
the innovation is "something new or different introduced" ([Link], 2011)'
Ho*"r", not all ideas see the face of the implementation. According to Peter Drucker'
Innovation is the effort to create purposeful, focused changed in an enterprise's economic
and social potential (Druck5r, f q^gSi. Ideas that are relevant to time, need, purpose
of the
organization and feasible taken to the innovation process. For example, Leonardo de

Vinci had the idea of the helicopter but with the previous technology it was not
implementable thus innovation did not take place. In Apple Inc' one idea may go through
from
innovation process while thousands are killed. However there are certain areas
which creative ideas translated into innovations'
peter Drucker identified seven sources of innovations from inside (first four) and outside
(last three) of the company (Drucker, 1998, p. 4). These sources are: unexpected
occurrences, incongruities, process needs, industry and market changes, deruographic
changes, changes"in perciption and new knowledge. lrcespective of the sources,
Innoiations ,ttuy U" inciemental or radical in nature and may bring the change in the any
of the dimension of business: people, process, plant, product and service' Creative
Innovative Leadership (People) 39

thinking in these areas may lead to new ideas, however Innovation is not the automatic
consequence of "creative thinking" (Levitt, 2002). To make successful innovations
certain principles needed to be followed.
Innovator needs to be focused, diligent, persistent and committed; he must have
knowledge of market, relevant discipline, and entrepreneurial management to make the
innovation successful. Moreover, if innovations do not aim at leadership from the
beginning, it is unlikely to be innovative enough (Drucker, 1998).
2.3 Leadership
Leadership is the process of influencing people or a society towards a goal. Study of
leadership theories reveals that a lack of consensus on the idea of leadership divides
experts, business organizations, and government organizations in their opinions. Bolden,
Gosling, Marturano, & Dennison (2003) tried to manifest this division of opinion in their
studies (see Appendix-1 ).
Leadership theories stafi with the "Great Man" theory that states leaders are born with
leadership quality - they are destined to lead. Great Man theory virtually leads to traits
theory of leadership, which identifies a list of qualities and skills that make a leader.
Some of these traits include: technical skill, friendliness, task motivation, application to
task, group task supportiveness, social skill, emotional control, administrative skill,
general charisma, and intelligence. Stogdill (1974) identified such thirteen traits and rrine
skills. See Appendix-2 for the list. Over time, different experts concentrated on different
traits and skill sets in formulating their theories. For instance, Thomas Teal (1996) states
that great leaders require imagination, integrity, respect for others. and attempt tc)
empower subordinates. On the other hand, Daniel Goleman (1998) stresses that
"Emotional Intelligence" makes an effective leader. Emotional Intelligence includes: self-
awarenes s, self-regulation, motivati on, empathy, and social skills.
In absence of a consensus, expefts later moved their concentration to behavior. Behavior
school of thought concentrates on leadership style. Notable behavioral theories of
leadership include: McGregor's (1960) Theory X & Theory Y Managers, Blake and
Mouton's (1964) Managerial Grid, Fiedler's Contingency Model, The Hersey-Blanchard
Model of Leadership, Tannenbaum& Schmidt's (1958) Leadership Continuum,
Adair's(1973) Action-Centered Leadership Model. One way or another all of these
theories concentrate op autocratic, democratic, participative, or consultative styles and try
to match those styles to specific situations.
However, follower dimensions of leadership have long been ignored. Experts believe
thele is interdependency between the leader and [Link] 21" century "knowledge
workers" has put a different challenge for the managers in the organizations; they need
reason to work. Peter Drucker suggested these knowledge workers need more leadership
than managing(Giang, 2012). Robert Greenleaf (1970) coined the term Servant Leader,
which refers to a leader who possess a desire to serve, i.e., servant-first mentality. By
expanding this role, he or she becomes leader. Servant-leadership encourages
collaboration, trust, foresight, Iistening, and the ethical use of power and empowerment
(Greenleaf,2010). Katzenbach and Smith (1994) have also suggested some key behaviors
of leadership and state that when individual, team, or organizational performance
demands it, a leader should follow.
40 The Jahangirnagar Joumal of Business Studies, Vol. 2, No. I, June 2012

Later, based on the dimension of interaction and situation, expefts have classified leaders.
(1993) R.M. Belbim also introduced was the term "Solo Leader" as opposed to "Team
Leader". He stated in today's fast moving world, increasing complexity and the
discontinuous nature of modern work, "Team Leadership" is mole suited' A team
leadership style based upon the development of the strengths and the allowable
weaknesses of all of the roles will permit a more holistic, or participative, style of
ieadership where teamwork, problem solving, decision making and innovation can
flourish with heightened teamwork and work performance (Bolden, Gosling, Marturano,
& Dennison, 2003). J.M. Burns (1978) coined the term "Transformational Leadership"
and defined it as "a relationship of mutual stimulation and elevation that converts
followers into leaders and may convert leaders into moral agents." Transformational
leaders are proactive in many different and unique ways. These leaders attempt to
optimize development, not just performance. They want to elevate the maturity level of
the needs of their associates (from security needs to needs for achievement and self--
development). They convince their associates to strive for a higher level of achievement
as well as higher levels of moral and ethical standards (Bolden, Gosling, Marturano, &
Dennison, 2003).
Diverse opinions on the issue lead the private and public organization to develop their
own view of leadership they believe to be successful in the market (Appendix-3 and
appendix-4 gave a list of leadership framework of different private and public
organization respectively.). Today in order to lead the market the top executives
especially CEO per se needs to lead through innovative leadership. This is what we
observe in the innovative companies such as Apple Inc; Google, Facebook, GE etc. 21"
century calls for a new leadership model "Innovative Leadership" to put the companies
ahead of competition through offering innovative business models, products and services.

3 InnovativeLeadership
Innovative leadership is a process of fostering innovation through developing
innovation friendly culture and setting strategic direction that [Link] and build trust
among the employees to innovate. Different experts have given their own view of
innovative leadership. These viewpoints mainly concentrated to one or two aspects of the
total leadership process;'such as Agin & Gibson (2010) stresses on developing innovation
culture and strategic direction through leader's role; Morris (2007) emphasizes on
developing innovating culture;Vitello-Cicciu (2003) emphasizes on emotional
intelligence; Jeong&Keatinge (2004) stressed on holistic view; Hamel (2006) talked
about innovative management andMaxwell (2005), Prestwood& Schumann(2OO2) and
Hodge &Linney (l999)provided some behavioral guidelines on innovative leadership.
Putting these all puzzles together gives a view of four interactive elements of innovative
leadership process.
Emotional Intelligence
Emotional intelligence is the ability or skill to identify, assess and control emotion of
oneself, of others and of groups. Daniel Golemanfirst applied the term emotional
intelligence in business in 1998 as a sin qua non for leadership and Vitello-Cicciu (2003)
identified it as a main quality of an innovative leader. Innovative organizations are often
Innovative Lea$ersliip (People)
.fl

live in chaos from inside and outside, which spur innovations. Employees irr this situatiotr
needs U'ust relationship, communication and support from the leader to excel. Emotional
intelligence could satisfy more than these requirements of the innovative organization'
Study,shows that907o difference in EI when compared with average performet's rvith the
star performers of the 188 world class organization; moreover sc'nior managers with
critical mass of EI could outperform his divisional eaming goal by 2O7o (Goleman. 2004"
p. 84). The elements of emotional intelligence are briefly discussed below;

;i:In $x

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SelJ'-a*orrnrtt means having a deep understanding of one's own emotions,

strengths, weaknesses, needs, and drives. People with self-awareness are neither
overly critical nor unrealistically hopeful; they are honest about with themselves and
with others. They recognize how their feelings affect them, other people, and their
job performance. Organization can get clear feedback about the management
orthodox from them.
Self-Regulations is the management of our emotions that caused by biological
impulse. It helps in two ways. Firstly, people with self-regulation can build an
A'
The Jahangirnagar Journal of Business Studies, Vo1. 2, No. l, June 2012

environment of trust and faimess, which is much required by innovative

organization; secondly, they are adaptive to changes, which is also required for
developing innovative culture and management innovations.
o Motivation is the passion to work that go beyond monetaly or extrinsic rewards.
Innovators in the organizations are wofihy of praise and inspiration for their work.
They work for achievement. Innovative leader needs to motivate them for their work,
show optimism when they face failure and pursue organizational commitment.
. Empathy refers to understanding the emotional make-up of other people. Innovative
leader sl-rould have the skill to treat according to the emotion of others. It will help the
leader to build and retain the talents in the organization, sensitive to the cross-cultural
issues and listen to the customer and suppliers.
. Social Skills refers to the proficiency in building relationship and network that is
based on setting common goal and building rappoft. Social skills put the emotional
intelligence to work.
Innovative leader need technical skills and IQ as a base of their leadership skills but they
need emotional intelligence on top of that to make the organization more innovative,
build innovative culture and management.
3.1 Management Innovation
While culture sets the soft tone in the organization, management set the formal tone and
guidelines in the organization. Innovative organization not only sets the innovation
culture in the organization their management set forth the vision, strategies and policy
that guides and inspires the innovation in the organization. Companies that installed
management innovations are DuPont, Linux, P&G, and Visa etc. Hamel (2006) defined
management innovation as "a marked departure from traditional management principles,
processes, and practices or a departure from customary organizational forms that
significantly alters the way the work of management is performed." He suggested tire
following four elements to install management innovations in the organization.
o Commitment to a big managemint problem. Bigger problem offer more opportunity
for the innovation. The problems should be both consequential and soul stirring. To
identify such problem the following question should be asked:
o Wat is the tuff trade-off the company never gets right? For P&G it was getting
open innovation alproach.
o What are the weaknesses of the organization? For example, big organization's
weakness is bureaucracy.
o What are the emerging challenges? llltra-low producer, new technology etc.
It these questions could be answered correctly, the business organization has the
problem in front of them for which the innovation is required.
. Novel principles that illuminate new approaches. New, fresh problem demands new,
novel principles. Old management principles are not invalid but as time passes
business organizations are going through evolution process that forces the
organizations to adapt new principles and shed old one. In this hyper competitive
world to gain sustainable competitive advantage through innovation organization
should constantly search for new principles that accelerate their pace. Some new
Innovative [Link] (People) 43

principles are variety, competition, allocation flexibility, devolution, and activism,

unbureaucratic and peer based control.
o Deconstruction of managemeil orthodoxies. To fully unleash the power of new
principles the organization may need to change its fundamental belief. To identify the
fundamental belief, employees can be asked as a group of some strategic issue. Once
the fundamental belief is identified then two questions needed to be answered;
whether the belief is toxic to the new goal and is there any alternative to the belief
existed? Asking such questions ,attack the fundamental beliefs of the organization and
open the leeway to management innovations.
o Analogics from a typical organization that redeftne what is possible. Organization
operates in self-managed ecosystems. There are other organizations that are neighbor
but managed deliberately unconventionally. It is always good to dig down their
practices and find out why they are managed in such a way, can it be implemented in
our organization. For example, Sure Tech installed management practices of the Wal-
Man and become cost-effective organization.
Once these elements are fixed the new management needs to work on building innovative
culture that will implant innovation in the organization DNA.
3.2 Developing Innovation Culture
Success and survival is the difference between the innovative and non-innovative
companies. For some companies such as Toyota, 3M, P&G innovation is a part of the
culture, while for others it is a one time or crisis time activities. However', developing
innovation culture requires deliberate efforls on the part of the innovative leader. The
following steps are suggested by Agin & Gibson (2010) and Morris (2007):
o Champion innovators' guidance or Supervisor's role. Each company has strategic
focus. Not all innovations can be supported towards commercialization. The
employees need to be guided towards the innovations that are aligned with the
strategic focus. Moreover employees need role models to get advice and inspiration
for their innovation activities. Innovative leader should set supervisor and role model
for the employees from where they can get the proper guidance for their innovation
effort. It will keep the company in focused innovation. For example, Good Year Tire
Company has such role models and supervisor to guide them in their innovation
efforts. t
. Inspire young employees to unleash innovations. Asking the young employees to
participate is in decision making process will inspire them to think creatively and
contribute what they leam fresh from their background. Google inspires its freshmen
to come up with new ideas and implement it.
. Open communication to inspire creativity. There should be open communication
channel to communicate new ideas, take advices and pull support of others. This
inspires employees to think and act creatively. Toyota maintains open
communication for all of the employees; thus it gets hundreds of new suggestions for
improvements from the shop floor.
. Empower employees with new ldeas. Innovative organization should empower the
employees to make their own decision, when they eam the quality of making good
 44TI-reJahangirnagarJoumalofBusinessStudies,Vol.2,No.l,June2012
entrepreneulial skills'
judgment. It will make them to think out of the box and acquire
oilcompaniessuchasShellempoweritsemployeesbymakingthemheadoftlre
project ii they come up with new projects or new ideas'
that employees are
. iriinfng, divelopmrit& Crorr-functional [Link] is necessary
professional area' This will always
trained in different areas or at minimum in their
[Link]
-to
functional team s"ttiog it is more likely be become transcend personnel wl-ro is
more likelY to be innovative'
with new things
. Fault tolerant environmenl. As employees will be experimenting
The management needs to be
there will certainly be mistakes, br"uido*n and chaos.
that they are safe to continue
fault toleran, urrd'gir" the employees the confidence
their work. However there should be certain limits' This will boost their trust and
confidence to innovate.
Building innovative culture is a mammoth job, especialiy
in case of established big
and new culture has been given in
companies. Distinction between conventional"culture
appendix 5. New companies can sta( fi'om scratch
or small .:Pp:"y can change it
- is rooted in the company DNA'
quickly due to the sheer size. However, once the culture
it will continue to spur innovations and become a source of sustainable
competitive

advantage, which the competitor cannot imitate or

trump quickly' Next move is to search
of the organization'
for innovation through interacting with the stakeholders
3.3 Interaction with Stakeholders
organization per se-need to
For innovations to take place leaders, employees and the
in the business
interact with the differeni stake holders. There are numerousstakeholders
academia, news and media' legal
ecosystem such as customers, suppliers, advisers,
with them could generate
authority and govemment etc. Listening and interacting study
innovation ideas. A McKinsey study notles that 75Vo of
the organizations:under
outsiders such as suppliers' peers'
report getting new ideas as a rlsult of interaction with
and partners (Morris, 2OO7). Moreover leaders have to listen more and more to the
satisfy more than our competitors'
custorrpr because they are the one whom we need to
3.4 How These Elements Interacts
organization where people
Innovative leadership is,the process to build an innovative
is the combination of four
committed to contribute innovatively. Innovative leadership
management innovations and
elements emotional intelligence, innovative organization,
the leader to be innovative in
interaction with the outsiders. Emotional intelligence helps
and management and interacting
managing people and building innovative organization
leader needs to
with stakeholders. To create management innovations' the innovative the leader
problem is identified
identify a big novel problem to be solved' When the
acceleraT
needs to set new principles and management [Link]^will te [Link]l
management innovatlons
innovations. The lnrrovutiue leader may also look outside for
innovation is set' the
that can be install in his organization. once the management
The leader needs to
innovative leader should *oik to build innovative organization.
employees, and build trust by
assign innovative champion to guide them, inspire the
organization is set for
making a fault tolerani environment. Once the inside of the
Innovative Leadership (People) 45

innovation the innovative leader looks out for the idea from different stakeholders, such
as customer, suppliers and academia etc.

4. Conclusion
For some companies innovation is the way of life and for some companies it's a crisis
element. Innovative leadership as a whole is a source of sustainable competitive
advantage which takes a long time for competitors to transcend. However, the innovative
leader should have the common sense when to be innovative and when to not.

5. Best-Practice
A good example of innovative leadership is Nobel laureate Dr. Yunus and his
organization Grameen Bank. He was a big problem and set his way of management and
organization innovatively that conventional banks cannot do. He started to lower the
poverty level of the Bangladesh by landing micro credit ($10-20) to the women. His
organization formed a 5-10 member cooperative society through which he disburses
credits to the poor women. A field officer works for 20-25 cooperatives. His organization
has built trust among the members to staft their own business. The success was immense
it resulted in 9BVo of the recovery and reduced povefty with higher standard of life of the
members.

6 Worst Practice
Health care management throughout the world is a concern for the govemment, citizens
and the providers. In efficient management is constantly rising cost of health care that is
either putting burden on govenrment budget or patients. The problem is more intense in
USA where multiple stakeholders are related in the systems. Both treatment and cost
depends on the insurance coverage. Despite being the world largest economy with higher
per capita income and best medical treatment available, US health care system is one of
the [Link] needsa powerful innovative leader here to do both incremental and radical
innovations.

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Innovative Leadership (People)

Appendix-I
Theories Brief Description

Great Man Based on the belief that leaders are exceptional people, born with innate
Theories qualities, destined to lead. The use of the term 'man' was intentional since
until the latter part of the twentieth century leadership was thought of as a
concept which is primarily male, military and Western. This led to the
next school of Trait Theories

Trait The lists of traits or qualities associated with leadership exist in

abundance and continue to be produced. They draw on virtually all the
adjectives in the dictionary which describe some positive or virtuous
human attribute, from ambition to zest for life

Behaviorist These concentrate on what ieaders actually do rather than on theit'

qualities. Different patterns of behavior are observed and categorized as
'styles of leadership'. This area has probably attracted most attention from
practicing managers

Situational This approach sees leadership as specific to the situation in which it rs

Leadership being exercised. For example, whilst some situations may l'equile an
autocratic style, others may need a more participative approach. It also
proposes that there may be differences in required leadership styles at
different levels in the same organization

Contingency This is a refinement of the situational viewpoint and focuses on

identifying the situational variables which best predict the most
appropriate or effective leadership style to fit the particular circumstances

Transactional This approach emphasizes the importance of the relationship between

leader and followers, focusing on the mutual benefits derived tiom a form
of 'contract'through which the leader delivers such things as rewat'ds or
recognition in return for the commitment or loyalty of the followers

Transformationa The central concept here is change and the role of leadership rn
t envisioning and implementing the transformation of organizational
performance

Source:Bolden, R., Gosling, J., Marturano, A., & Dennison, P. (2003, June). A Review Of
Leadersldp Theory and Competency Frameworks. Retrieved July 16, 2010, from
www. [Link]: http ://www. leadership-
[Link]/documents/mgmt_standards.pdl p-6
48 The Jahangirnagar Joumal of Business Studies, Vol. 2, No. 1, June 2012

Appendix-2
Stosdill's Lead Traits and Skills
Traits Skills

Adaptable to situations - Clever (intelligent)

Alert to social environment - Conceptually skilled
Ambitious and achievement-orientated - Creative
Assertive - Diplomatic and tactful
Cooperative - Fluent in speaking
Decisive - Knowledgeable about group task
Dependable - Organized (administrative ability)
Dominant (desire to influence others) - Persuasive
Energetic (high activity level) - Socially skilled
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility

Source:Bolden, R., Gosling, J., Marturano, A., & Dennison, P. (2003, June). A Review Of
Leadership Theory and Competency Frameworks. Retrieved July 16, 2010, from
www. [Link]: http ://www. Ieadership-
studies. com/documents/mgmt_standards.pdfl p-7
Innovative Leadership (People)

Appendix-3
Private
a Leadershin Framework
mew
Institutions' Leadership Framework Description
AstraZeneca Leadership Capabilities .Provides clarity about strategic direction
. Ensures commitment
. Focuses on delivery
. Builds relationships
. Develops people
. Demonstrates personal conviction
. Builds self-awareness
BAE Pertbrmance Centered Leadership .Achieving Hi gh Perfbr mance
. Focusing on the Customer
. Developing Others
.Continuously Improving
. Working Together
Federal Express Leadership Qualities .Charisma
. Individual consideration
. Intellectual stimulation
. Courage
. Dependability
. Flexibility
. Integdty
. Judgment
. Respect for others
Shell Leadership Framework .Builds Shared Vision
. Champions Customer Focus
. Maximizes Business Opportunities
. Demonstrates Professional Mastery
. Displays Personal Effectrveness
. Demonstrates Courage
. Motivates, Coaches & Develops
. Values Diffelences
. Delivers Results
Philips Leadership Competencies .Shows determination to achieve excellent results
. Focuses on the market
. Finds better ways
. Demands top performance
.Inspires commitment
. Develops sell and others
Source:Bolden, R., Gosling, J., Marturano, A., & Dennison, P. (2003, June). A Review Of Leadership
Theory and Competency Frameworks. Retrieved July 16, 2010, fiom [Link]:
http:/[Link]/documents/mgmt_standards.pdf', pp. I 8-20
50 The Jahangirnagar Journal ofBusiness Studies, Vol. 2, No. I. June 2012

Appendix-4
lc Sector Leadership Framework
Public mewo
lnstitutions' Leadership Framework Description
UK Senior Civil Service Competency .Giving purpose and direction
F ramework . Making a personal impact
. Thinking strategically
. Getting the best from people
. Learning and improving
. Focusing on delivery
UK Department for Education and Skills .Interpersonal Attributes: Making a personal
impact, Giving purpose and direction
. Delivery Attributes: Focusing on delivery,
Thinking strategically
. Improvement Attributes: Getting the best
from people, Learning and improving
MoD Senior Civil Service Competency .Leading and working together: Working
Framework together, Providing the lead, Enabling
others to give of their best
. Being personally effective: Striving to
achieve results, Promoting change and
continuous improvement, Communicating
and influencing, Solving problems and
taking decisions, Taking a wider
perspective
. Delivering results: Focusing on customers
and service delivery, Developing and
delivering effective policies and
programmers, Managing work and
resources to achieve results, Exploiting
information and knowledge
Source:Bolden, R., Gosling, J., Marturano, A., & Dennison, P. (2003, June). A Review Of
Leadership Theory and Competency Frameworks. Retrieved July 16, 2010, from
www. [Link]: http ://www. leadership-
[Link]/documents/mgmt_standards.pdf, pp. 20-26
Innovative Leadership (People) 5r

Appendix-5
Distinction between conventional culture and innovation culture
Status Qno Culture l:nnovatian Cu[ture
,1,
Prerli,*tahilitt' t-.1 n - rr*cJ i cta:L: il itv
2. "$eek .[Link] S*ek ft*l/elt!
Focus o{1 cilt€ c{fxlln*ien[e Foct-rs orr er:ltle c(]m t.-Elerl{:e
4. FJicrh gucc*ss rate l-li,uh fsilLrre r*te
E
Reinforce the r:rgarliziltianff I Eei nfn rc* rl rgfi nizilt ione I

lrlerirnr:tru {tB,t}#firk$
fr. Fe*r the hirrarch,v Fsrus iln Gre"rtivt ten*irr-l
n. Avc:ir-l sLl'Fdsec Erllbrace .surDriseg
E
rJ. F*c;lrs *n irrside krr*v,ilec*ge fir:rllttine inslrl* i]n{l rjlrtsirj*
ilsrrCIwledo,le
o Easv ta live witlr Hnrd trl live ir;itlr
10. C t: rp,ru rE1€: pu I iti*s hdr:vinu ihe r;i-r*e**
11. Effi *[* n*y ttr ro Lr,q h Effici*rrcy tlr rorrg h in nlvnti*rr
stanciarrdizotin:n
12. Ext*xrt the atatus cLrn At-rnnd*l-l the *tatj-rs qLlD
13. Avoirl *ha{lfic Erttl-rrace chilnr:e
14. lv{eirsrrre stahiIitv F;leasr-rre nrr*vstri*n i

15. l-ook fcir" cl*ta trt csnfirm Lcck frr dcta to *r:rrtrariici
existilru firnEa{lenlerrt mocjsls exisiirru rl'rillto{:t*{r e rrt rtr*de Er
16. Lonk for certair'ltv Errbrace aml:ritr u[h,
Source: Morris, L. (2007). Creating the Innovatiott Cuhtte: Geniuses, Champions, Leaders. Retrieved
February 1 4, 20 I 1, from [Link]:
[Link] page-6

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