Five competitive forces of effective leadership and innovation
Authors: C. McMillan
Publication Year: 2010
Journal: Journal of Business Strategy
Purpose – This paper sets out a model of organizational innovation, where leadership and innovation are defined as organizational processes embedded in decision streams in the organization.
Design/methodology/approach – The paper reviews the organizational literature on successful and unsuccessful decision processes, placing less on individuals and more on embedded organizational systems that impede quality outcomes.
Findings – The paper defines five forces of leadership and innovation that provide a model of decision processes: skills and capabilities, capacity to learn, capacity to listen, capacity to motivate, and innovation.
Practical implications – The article provides managers with benchmark tools to assess an organization's decision system, its capacity to learn, and its feedback mechanisms.
Originality/value – The paper raises serious questions about traditional bureaucratic hierarchies, conventional models of leadership and innovation, and offers a fresh perspective on quality organizational innovation.