Advertisement

Leadership and Innovation: Surfacing Synergies among Constructs and Theories

  • Elisabeth Wilson-Evered
  • Charmine Härtel
  • Matthew Neale
Chapter

Abstract

West’s (1990) theory of group innovation holds that innovation occurs through group processes. The role of leadership in the group innovation process is not clearly defined; rather, group processes are identified without reference to the leader’s influence on those processes. In contrast, theories of leadership suggest that leaders have a major role in achieving innovation and that innovation is a product of transformational leadership style. Nonetheless, the leadership–innovation relationship has not been clearly demonstrated at the group level of analysis. This chapter presents an empirical field investigation of the theoretical linkages between group innovation and leadership style using West’s (1990) typology of group innovation and Bass and Avolio’s Full Range Leadership model (1990, 1994). By examining the points at which the models juxtapose, the chapter contributes to the development of a new perspective on the leadership–innovation connection with respect to groups. The findings demonstrate that theories of innovation and theories of transformational leadership share common conceptual dimensions.

Keywords

Transformational Leadership Leadership Style Group Innovation Contingent Reward Transactional Leadership 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Agrell, A. and Gustafson, R. (1996) ‘Innovation and creativity in work groups’, in West, M.A. (ed.), Handbook of Work Group Psychology. Chichester: John Wiley, pp. 317–44.Google Scholar
  2. Alimo-Metcalfe, B. and Alban-Metcalfe, R.J. (2001) ‘The development of a new transformational leadership questionnaire’, Journal of Occupational and Organizational Psychology, vol. 74, pp. 1–27.CrossRefGoogle Scholar
  3. Amabile, T.M. (1988) ‘A model of creativity and innovation in organizations’, Research in Organizational Behavior, vol. 10, pp. 123–67.Google Scholar
  4. Anderson, N.R. and West, M.A. (1998) ‘Measuring climate for workgroup innovation: development and validation of the team climate inventory’, Journal of Organizational Behavior, vol. 19, pp. 235–58.CrossRefGoogle Scholar
  5. Anderson, N.R. and West, M.A. (1996) ‘The Team Climate Inventory: development and its applications in team building for innovativeness’, European Journal of Work and Organizational Psychology, vol. 5, pp. 53–66.CrossRefGoogle Scholar
  6. Avolio, B.J. (1996) ‘What’s all the Karping about down under? Transforming Australia’s leadership systems for the twenty-first century’, in Parry, K.W. (ed.), Leadership Research and Practice: Emerging Themes and New Challenges. Melbourne: Pitman, pp. 3–15.Google Scholar
  7. Avolio, B.J., Bass, B.M. and Jung, D.I. (1995) MLQ Multifactor Leadership Questionnaire: Technical Report. Palo Alto, CA: MindGarden.Google Scholar
  8. Bain, P.G. and Mann, L. (1997) ‘Project leadership in Australian R&D: perceptions of performance and effectiveness’, Australian Industrial and Organizational Psychology, Melbourne, Australia, Australian Psychological Society.Google Scholar
  9. Bain, P.G., Mann, L. and Pirola-Merlo, A. (1999) The Innovation Imperative: The Relationship between Team Climate, Innovation, and Performance in Research and Development Teams, 3rd Australian Industrial and Organisational Psychology Conference. Brisbane: Australia.Google Scholar
  10. Bass, B.M. (1998) Transformational Leadership: Industrial, Military and Educational Impact. New Jersey: Lawrence Erlbaum.Google Scholar
  11. Bass, B.M. (1985) Leadership and Performance beyond Expectations. New York: Free Press.Google Scholar
  12. Bass, B.M. and Avolio, B.J. (1997) Full Range Development: Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: MindGarden.Google Scholar
  13. Bass, B.M. and Avolio, B.J. (1994) Improving Organizational Effectiveness through Transformational Leadership. Newbury Park: Sage.Google Scholar
  14. Bass, B.M. and Avolio, B.J. (1990) Transformational Leadership Development: Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Consulting Psychologist Press.Google Scholar
  15. Berlew, D.E. (1974) ‘Leadership and organizational excitement’, in Kolb, D.A., Rubin, I.M. and McIntyre, J. (eds), Organizational Psychology: A Book of Readings, 2nd edn. Englewood Cliffs, NJ: Prentice Hall, pp. 265–77.Google Scholar
  16. Bunce D.A. and West, M.A. (1995) ‘Self perceptions and perceptions of group climate as predictors of individual innovation at work’, Applied Psychology: An International Review, vol. 44, no. 3, pp. 119–215.CrossRefGoogle Scholar
  17. Bycio, P., Hackett, R.D. and Allen, J.S. (1995) ‘Further assessments of Bass’s conceptualization of transactional and transformational leadership’, Journal of Applied Psychology, vol. 80, pp. 468–78.CrossRefGoogle Scholar
  18. Carless, S.A., Wearing, A.J. and Mann, L. (2000) ‘A short measure of transformational leadership’, Journal of Business and Psychology, vol. 14, pp. 389–404.CrossRefGoogle Scholar
  19. Ekvall, G. (1996) ‘Organizational climate for creativity and innovation’, European Journal of Work and Organizational Psychology, vol. 5, pp. 105–23.CrossRefGoogle Scholar
  20. Flood, P.C., Hannan, E., Smith, K.G., Turner, T., West, M.A. and Dawson, J. (2000) ‘Chief executive leadership style, consensus decision making, and top management team effectiveness’, European Journal of Work and Organizational Psychology, vol. 9, pp. 401–20.CrossRefGoogle Scholar
  21. Gardner, J.W. (1965) The Antileadership Vaccine. New York: Carnegie Foundation.Google Scholar
  22. Guastello, S.J. (1995) ‘Facilitative style, individual innovation and emergent leadership in problem solving groups’, Journal of Creative Behavior, vol. 29, pp. 225–39.Google Scholar
  23. Hart, P.M., Griffin, M.A., Wearing, A.J. and Cooper, C.L. (1996) The QPASS Survey and Manual: Improving the quality of life in the Queensland Public Service. Brisbane: Queensland Public Service.Google Scholar
  24. House, R.J. (1977) ‘A 1976 theory of charismatic leadership’, in Hunt, J.G. and Larson, L.L. (eds), Leadership: The Cutting Edge. Carbondale: South Illinois University Press, pp. 189–297.Google Scholar
  25. Howell, J.M. and Avolio, B.J. (1993) ‘Transformational leadership, transactional leadership, locus of control and support for innovation: key predictors of consolidated-business-unit performance’, Journal of Applied Psychology, vol. 73, pp. 891–902.Google Scholar
  26. Hunt (1991) Leadership a New Synthesis. Newbury Park, CA: Sage.Google Scholar
  27. James, L.R., Demaree, R.G. and Wolf, G. (1984) ‘Estimating within-group interrater reliability with and without response bias’, Journal of Applied Psychology, vol. 69, pp. 85–98.CrossRefGoogle Scholar
  28. Kanter, R.M. (1988) ‘When a thousand flowers bloom: structural, collective and social conditions for innovation in organizations’, in Straw, B. and Cummings, L.L. (eds), Research in Organizational Behavior. London: JAI Press, pp. 169–211.Google Scholar
  29. Lovelace, R.F. (1986) ‘Stimulating creativity through managerial interventions’, R&D Management, vol. 16, pp. 161–74.CrossRefGoogle Scholar
  30. Parry, K.W. (ed.) (1996) Leadership Research and Practice: Emerging Themes and New Challenges. Melbourne: Pitman.Google Scholar
  31. Parry, K. (ed.) (2001) Leadership in the Antipodes: Findings, Implications and Leader Profile. Institute of Policy Studies and Centre for the Study of Leadership, Victoria University of Wellington, Wellington, NZ.Google Scholar
  32. Parry, K. (1999) Transformational Leadership: Developing an Enterprising Management Culture. Warriewood: Business and Professional Publishing.Google Scholar
  33. Pirola-Merlo, A., Härtel, C.E.J., Mann, L. and Hirst, G. (2002) ‘How affective events and affective team climate relate to work-related satisfaction in R & D teams: a longitudinal analysis, Leadership Quarterly, vol. 13, no. 5, pp. 561–81.CrossRefGoogle Scholar
  34. Poulton, B.C. and West, M.A. (1999) ‘The determinants of effectiveness in primary health care teams’, Journal of Interprofessional Care, vol. 13, pp. 7–18.CrossRefGoogle Scholar
  35. Scott, S.G. and Bruce, R.A. (1994) ‘Determinants of individual innovative behavior: a path model of individual differences’, Academy of Management Journal, vol. 37, pp. 580–607.CrossRefGoogle Scholar
  36. Smith, P.B. and Peterson, M.F. (1998) Leadership, Organizations, and Culture. New York: Sage.Google Scholar
  37. West, M.A. (1997) Developing Creativity in Organizations. Leicester: BPS Books.Google Scholar
  38. West, M.A. (ed.) (1996) Handbook of Work Group Psychology. Chichester: John Wiley.Google Scholar
  39. West, M.A. (1990) ‘The social psychology of innovation in groups’, in West, M. and Farr, J.L. (eds), Innovation and Creativity at Work: Psychological and Organizational Strategies. Chichester: John Wiley, pp. 309–34.Google Scholar
  40. West, M.A. and Anderson, N.R. (1996) ‘Innovation in top management teams’, Journal of Applied Psychology, vol. 81, pp. 680–93.CrossRefGoogle Scholar
  41. West, M.A. and Farr, J.L. (eds) (1990) Innovation and Creativity at Work: Psychological and Organizational Strategies. Chichester: John Wiley.Google Scholar
  42. West, M.A., Patterson, M., Pillinger, T. and Nickell, S. (2001) Organizational and Environmental Predictors of innovation, working paper. Birmingham: Aston Business School.Google Scholar
  43. West, M.A. Smith, H., Lu Feng, W. and Lawthom, R. (1998) ‘Research excellence and departmental climate at British universities’, Journal of Occupational and Organizational Psychology, vol. 71, pp. 261–81.CrossRefGoogle Scholar
  44. West, M.A., Patterson, M., Pillinger, T., Lawthom, R. and Nickell, S. (1997) Innovation and Change in UK Manufacturing, research report. Sheffield: Institute of Work Psychology.Google Scholar
  45. Yammarino, F.J. (1996) ‘Group leadership: A levels of analysis perspective’, in West, M.A. (ed.), Handbook of Work Group Psychology. Chichester, UK: John Wiley, pp. 189–224.Google Scholar
  46. Yammarino, F.J., Spangler, W.D. and Bass, B.M. (1993) ‘Transformational leadership and performance: a longitudinal investigation’, Leadership Quarterly, vol. 4, pp. 81–102.CrossRefGoogle Scholar

Copyright information

© Elisabeth Wilson-Evered, Charmine Härtel and Matthew Neale 2004

Authors and Affiliations

  • Elisabeth Wilson-Evered
  • Charmine Härtel
  • Matthew Neale

There are no affiliations available

Personalised recommendations