Leadership and Innovation in Context

This assignment delves into the crucial relationship between leadership and innovation. It requires an examination of different leadership theories, such as transformational leadership and complexity leadership, and how they influence innovation processes in diverse settings like education, business, and policing. Students are expected to analyze case studies of leaders like Jack Welch and Sergey Galitsky, evaluate the moderating role of organizational size on management innovation, and consider the impact of team climate and empowering leadership on knowledge sharing. The assignment emphasizes critical thinking, application of theoretical concepts, and synthesis of insights from various sources.

What can leaders do to increase levels of
innovation in their organizations?
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Table of Contents
INTRODUCTION ...............................................................................................................................4
Background......................................................................................................................................4
Applications.....................................................................................................................................7
CONCLUSION...................................................................................................................................11
References..........................................................................................................................................12
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INTRODUCTION
Leaders are responsible for the growth and development of the team members and
organisation as well. They hold the main key to rise the level and success of the innovation in
companies. Innovation does not happen daily and it is not possible to innovate and create new ideas
without active commitment and involvement of the leaders and their team members. The proposed
essay is based on the Marks & Spencer (M&S). It focuses on the contribution of the leaders for
increasing the level of the innovations. This file includes background information with the
applications of the leadership and teamwork in innovations. In the end, conclusion is explained with
the key findings.
Background
Innovation:
According to the Chuang, Jason and Morgan, 2011, “Innovation leadership helps leaders in
influencing their team members to develop creative ideas, products or services. With the change in
time and technologies, it is need of companies to think and work innovative” (Chuang, Jason and
Morgan, 2011). Similarly Collinson and Cook, 2013, have stated that “Firms can achieve their
requirement of innovations by focusing on their leaders for shaping the nature and success of the
creative and innovative efforts. Without appropriate innovations and creations an organisation is
considered in a struggling period” (Collinson and Cook, 2013).
As per the view of Termeer and Nooteboom, 2012, “Innovation refers as a kind of change in
the organisations which affect the creation and delivery of its products and services. Along with
this, it also results to make changes on the organisational structure, policies and methods” (Termeer
and Nooteboom, 2012). On the other hand Lee, Hwang and Choi, 2012, have explained that “There
are two types of innovations which includes incremental and radical innovations. Small changes are
involved in the incremental innovations which lead to develop products with the help of existing
knowledge and capabilities whereas radical innovations are fundamental changes which results to
use new techniques, ideas, etc for creating new products or services” (Lee, Hwang and Choi, 2012).
With respect to the value added innovations Edelman and et.al., 2011, have said that “Value
added or incremental innovations needed transactional leadership as it does not use any type of
open leadership behaviour which includes motivating workers for doing experiments, taking risks,
etc” (Edelman and et.al., 2011.). Companies like General Motors Corp., Ford Motor Co., etc uses
this style for value added innovations. These firms make improvements in the current and existing
vehicles or cares for making them more comfortable, attractive and faster. In contrast to it Fullan,
2011, has argued that “Sometimes organisations use value added innovations for new ideas,
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thinking and taking risks. In such condition, leaders need to change their leadership style and
encouraging their team members to think out of the box” (Fullan, 2011). For example, Aspirin used
this style for introducing its existing product into the new and different market by expanding its
uses and benefits.
In contrast to the above innovation type Hong-sheng, 2012, has explained that “Exploratory
or radical innovations are for creative new ideas, strategies and solutions for achieving the
organisational goals in more effective manner. The base of this innovation style is proper search,
analysis, discovery, experiments and risks” (Hong-sheng, 2012). With respect to the leadership
style Kastelle, 2011, has declared that “Leadership style possessed by the leaders for exploratory
innovations is transformational style which motivates team members to achieve the outcomes with
creativity and innovations” (Kastelle, 2011). With reference to this statementM&S, uses this style
for working together in creatve and innovative way which results to give 150 new business ideas for
the production of the products or services.
Innovation Process:
Sergeevna, 2014, has asserted that “There are four steps of a normal innovation process
which includes scanning of the environment for determining the opportunities, selection of those
options which are most likely to develop a competitive edge, resourcing of the options and
implementation of the innovation” (Sergeevna, 2014.). With respect to the first step Dearing, 2015,
has stated that “Large organisations generally ignore the first step of the innovation process. They
like to spend more time on their resources for creating existing products as per the existing
technology and customer needs” (Dearing, 2015).
In contrast to it Willis and Mastrofski, 2011, have said that “Those companies which uses
incremental innovation, find themselves at a dead end during the market changes with customer
needs and expectations” (Willis and Mastrofski, 2011). In favour to these statements, innovation
process helps leaders of M&S to achieve their objectives effectively for developing new goods,
services, processes or methods for their company. It is essential to follow the whole process
effectively with proper analysis and evaluation then it leads to give expected outcomes regarding
innovations and creativity.
Role of leaders in innovation
According to the Hammond and et.al., 2011, “Most of the innovation activities are takes
place in among the team members under the guidance and monitoring of the leaders. There lies a
strong relationship between the innovations and leadership which results to achieve the objectives
of the enterprise in effective and efficient manner. ” (Hammond and et.al., 2011). In favour to this
Wang and et.al., 2011, have concluded that “Leaders are capable enough to provide essential and
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necessary facilities which allow flourishing the innovations and creativity within the working
environment” (Wang and et.al., 2011). On the other hand Vaccaro and et.al., 2012, have
demonstrated that “Two roles are played by the leaders for managing the innovations among the
team members and individuals. The first role is to create favourable environment and various
opportunities for creating innovations and second is to embody the company's desire to be
innovative and creative” (Vaccaro and et.al., 2012). With respect to this statement, leaders can
develop and support a positive team climate which results to solve the problems and manage the
diverse teams.
In contrast to above Rosenblum and Louis, 2013, have declared that “Leaders can enhance
the intrinsic motivation of the workers and can establish a high quality work with their cooperation
and coordination. In this, leaders uses bottom up approach which make team members to develop
innovative ideas and views” (Rosenblum and Louis, 2013). In favour of this, leaders needs to
allocate and utilise the resources which includes time, money, skills, knowledge, facilities, etc
properly and effectively. Along with this, they should set individual and team goals and coordinate
them for getting innovative outcomes. Along with these statements West, 2012, has asserted that
“Leader supports their team and other individuals for turning their creative ideas and efforts into the
innovation and also manages objectives and goals of the firm by using innovations and creativity ”
(West, 2012.).
According to the Yukl, 2012, “Innovative leaders possess some qualities which involves
modest intelligence, well informed, original thinkers, encourage team members to think innovative
and creative, motivates them to take risk and to find appropriate solutions, etc. All these qualities
help the employees in developing their skills and knowledge such as problem solving, decision
making, risk taking, innovative thinking skills, etc. This results to enhance the career and growth
opportunities for the workers” (Yukl, 2012.). With respect to this statement, innovations need
particular kind of leaders and team members who should be passionate explorers in search of
endless possibilities. These workers are courageous enough to take risks and challenges for getting
some new ideas under the guidance of a leader. For example, Elon Musk, the founder of SpaceX
and Tesla Motors is one of the innovative leader who reinvent the aerospace and automotive
companies with the help of innovations and creativity.
Along with this Xue, Bradley and Liang, 2011, has stated that “Innovation is only possible
when an organisation have innovative and creative leader with a tea, who has pulse on the
marketplace. Some companies only waste their time for understanding and knowing the innovations
taking place in the market whereas some firms take required and appropriate actions by investing on
employees and resources for bringing innovative ideas” (Xue, Bradley and Liang, 2011). In favour
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of this statement, the best and innovative leaders of the M&S know that innovations are only
possible due to the internal and external sources. They merge different ideas, perceptions, opinion
and experiences of the team members for creating new kind of innovation which are not used by
anybody else before.
According to the Chuang, Jason and Morgan, 2011, “With the change in time and
technology, innovations and creativity is also rising. Companies are increasing their level of
innovations for getting competitive advantages and leading market positions. Leaders play essential
role in enhancing the level of innovations by encouraging their team members” (Chuang, Jason and
Morgan, 2011). On the other hand Collinson and Cook, 2013, have said that “Leaders need to use
leadership theorise, organisational, work group and supervisory encouragement, autonomy, proper
resources, creative environment, etc results to enhance the level of innovations among the
employees for achieving the organisational goals ” (Collinson and Cook, 2013). As per this
statement, leaders of M&S can enhance the level of innovations by encouraging and motivating
their team members time to time. Along with it, they need to provide various resources and facilities
to the workers so that, they can give their best for thinking differently.
Applications
Team Formation
While forming the team of Marks & Spencer (M&S), leader needs to think over the
following points for increasing the level of innovations in the organisation. Team Composition: In M&S a team consists of two types of diversities which are job
relevant diversity and background diversity. Job relevant diversity relates to the different
skills, education, knowledge, competences, etc of the workers whereas background diversity
relates to the different age, gender, beliefs, ethnicity, etc of the employees (Lee, Hwang and
Choi, 2012). With respect to this, job relevant diversity effect positively on the innovations
as it results to share the information on different subjects with different perceptions and
background diversity impact negatively as it sometimes result to impede the communication
which rises the risk of conflicts, grievances and misunderstandings. So leader of the
organisation needs to take care all these points while composing his/her team so that they
can contribute each other in getting innovative results. An effective team composition can
make leader to enhance the level of innovations in M&S. (Termeer and Nooteboom, 2012). Team Size: Team size plays essential role in increasing the innovations at M&S. Large size
team results to sharing of more information, views, perceptions, etc which helps them to
work on difficult innovative tasks but there are some disadvantages also as large size of
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team results to create more conflicts, social loafing, free riding, etc. On the other hand, small
size of the team leads to restrict the exchange of ideas and information but it reduces the
chances of conflicts or misunderstandings. While forming team in the organisation, it is
important for the leader to select team size as per the requirement and work. Proper decision
of him/her can make workers to give their more efforts for the innovations (Kastelle, 2011). Team Climate: Climate of the team in M&S is positive and cooperative which make team
members to work effectively for achieving their targets. Various factors with respect to the
team climate are connected with the innovations. Environment of the team is formed by the
psychologies of the team members so, leader changes the view and perception of them for
developing positive atmosphere (Seelos and Mair, 2012). In such case, employees cooperate,
coordinate, discuss the information, communicate time to time for handling the risk and
enjoy their work which results to improve and increase the level of innovations in the
organisation. For example, M&S provides positive, open and friendly environment to its
workers so that, they can give their best for new innovations. Along with this, there leaders
are talented, skilled and intelligent who make their team members to think out of box
(Dearing, 2015). Team Communication: On the other hand, exchange of information also plays essential role
in forming a positive and friendly environment of M&S. With the help of internal and
external communication, leader enhances the interaction which results to develop new skills,
abilities and knowledge among the workers and this helps them in thinking innovative
(Edelman and et.al., 2011). Task Orientation: Teams of M&S have high degree of task orientation which makes team
members to think about the processes and strategies and it results to create new innovations
with respect to the customer services and products. Leaders of the firm develops decision
making skills in the workers so that they can take appropriate decisions for enhancing the
level of innovations. Along with this, leaders delegates proper work as per the skills and
knowledge of the employees so that, they can effectively use their abilities and strengths for
making the enterprise more popular among the customers (Yukl, 2012). Vision: Leader should explain the purpose and importance of the company's goal effectively
to the team members for getting proper contribution and active participation. Proper vision
leads team members of M&S to give their best for resolving the issues and finishing their
tasks efficiently. With the help of effective and good communication and task oriented
guidance, leaders monitor their worker's work properly and helps them to work innovatively
and creatively (Xue, Bradley and Liang, 2011).
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 Intrinsic Motivation: Motivation encourages employees to develop themselves for
improving their work performance and enhancing their career opportunities. By using
intrinsic motivation, leaders of the M&S enhances the performance of their team members
by encouraging them to take risks and challenges. This results to rise the creativity and self
efficiency of the workers which make them to think something new and innovative (Fullan,
2011).
 Task Characteristics: It includes job complexity, work autonomy, creativity expectations
and individual innovations. Project leaders of the organisation gives permission to their
workers to use their discretion which results to increase the generation and implementation
of ideas and strategies. Skills and creativity of the team members of the firm develops while
handling challenges and hard tasks which is only possible due to intrinsic motivation.
Leaders of M&S can give some complex work to the employees so that they can give their
more attention to it, try some new alternatives and find innovative and creative results
(Hong-sheng, 2012).
Leadership Theories
Leader of M&S should apply the following leadership theories for encouraging his/her team
members to work effectively with innovations. Path-Goal Theory: This theory is based on the use of different leadership styles for
increasing the level of innovations. Use of different leadership behaviours by a single leader
results to develop creations in the working environment with innovative thinking. For
generating new ideas, processes and strategies, this theory helps the leader to monitor their
employees and to behave as per the situation and requirement of the work. The influence of
behaviour of leader make team leaders to think creative, generate novel and to implement
their ideas (Rosenblum and Louis, 2013).
 Leader Member exchange theory (LMX Theory): This theory makes leader to use unique
leadership style for each team worker. It impacts positively on the innovations and creativity
of the employees of organisation. This will lead leader of M&S to predict the significant
organisational and attitudinal variables which includes higher job satisfaction with
performance. In this, high quality exchange i.e. contribution of both leader and team
members results to enhance the level of innovations by generating new ideas. In this, low
quality LMX is related to the formal and impersonal relations between the leader and their
team member whereas high quality LMX refers to the mutual trust, respect, influence and
motivation (Wang and et.al., 2011).
By the use of both the theories, leaders of M&S can motivate and encourage his/her
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employees to think differently and uniquely for making their work more effective and appreciable.
Ways for influencing Team members:
Leader of the company needs to influence his/her team members time to time so that they
can give their best for generating new and different ideas. Creative Problem Solving: Innovative work are always new for the employees which results
to create complexity in understanding them. Leader of the firm needs to be a problem solver
so that he/she can guide appropriately to their team members (Amabile and Khaire, 2008).
Leaders can assist their employees in structuring the problem, determining the goals,
strategies, processes and collection of suitable data for understanding that problem.
Complex tasks make team members to spend more time with the problems which results to
generate some new and different ideas. By using domain related knowledge, leaders can
guide their employees of the organisation so that they can reach to a particular goal or result
(Sergeevna, 2014). Support: It is one of the essential feature required by the team members for getting success
in their work. Leaders promote the innovative work of their employees by recognising their
team work, supporting them emotionally, involving them into the decision making process
and monitoring their work with honesty and fairness. Less support of leaders result to
ineffective work, failure in achieving objectives and resolving the problems (Hammond and
et.al., 2011). Intellectual development: By proper monitoring, leaders of M&S can guide their team
members for selecting appropriate techniques and ideas for achieving the objectives and
solving the problems. Under the proper guidance, they can develop decision making,
problem solving, risk taking, communication, team management, time management, etc
skills of the employees. This development results to enhance the career opportunities and
rise the job satisfaction level of the workers. Contribution of knowledge and ideas also help
in development of the team members (West, 2012).
 Behaviour of the leader: Sharing of ideas, time to time interaction with the team members,
formal and informal meetings, recognition and rewards for good work, feedbacks, etc helps
leader to make good relationship with their employees (Llopis, 2014). By allowing workers
to do their work with full independence and providing help whenever needed results to
develop innovative ideas. Behaviour of the leader should be positive, friendly and open so
that, team members can easily share their problems with them. It also results to develop
trust, loyalty and honesty for the M&S which makes the bond more strong and encourage
workers to give their best for accomplishing the company's objectives in different manner
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(Yukl, 2012).
By using all the above features, leader can influence his/her team members to think
differently. These features will also help leader in enhancing the level of innovations. Proper
guidance and monitoring of the leaders can lead to develop creative skills among the workers which
will help them in thinking out of the box and something new which is not used by anyone else
before.
CONCLUSION
From the above study, it is concluded that innovations are a form of change and it is
important for the M&S to implement this change for getting brand recognition and leading market
position. Leaders play essential role in making team members of the organisation to think
differently, generate new ideas and implement them for getting innovative results. By following the
factors regarding the team formation, leaders can encourage their workers to think out of the box.
On the other hand, leaders need to influence their team members for making them to work
innovatively and creatively.
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REFERENCES
Books and Journals
Chuang, E., Jason, K. and Morgan, J.C., 2011. Implementing complex innovations: Factors
influencing middle manager support. Health care management review. 36(4). pp.369-379.
Collinson, V. and Cook, T.F., 2013. Organizational Learning: Leading Innovations. International
Journal of Educational Leadership and Management. 1(1). pp.69-98.
Dearing, J.W., 2015. Joining Evidence-based Innovations with Evidence-based
Dissemination. Metropolitan Universities. 17(4). pp.92-94.
Edelman, P., Holzer, H., Seleznow, E., Van Kleunen, A. and Watson, E., 2011. State workforce
policy: Recent innovations and an uncertain future.Georgetown Center on Poverty,
Inequality, and Public Policy, Washington, DC.
Estrada, E. and Vargas-Estrada, E., 2013. How peer pressure shapes consensus, leadership, and
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Fullan, M., 2011. The six secrets of change: What the best leaders do to help their organizations
survive and thrive. John Wiley & Sons.
Hammond, M.M. and et.al., 2011. Predictors of individual-level innovation at work: A meta-
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sharing. Journal of knowledge management.15(2). pp.299-312.
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