Leadership during the Innovation Process

team has created new and original ideas. It is also important that the leader minimizes the pressure from environment, so that the group could work freely. On the other hand, in the focusing mode the goal is clear and the pace is determined by plans. The team works efficiently within the given constrains of budgets and resources and clear communication is of importance. Furthermore, the focus is business oriented and directed towards performance. The leader presses the team to reach targets and boosts their motivation with material and immaterial rewards. The leader is satisfied if the team has solved the problem. (Hohn, 2004)

The characteristics of these modes can also be seen in Table 4

Table 4 Generative and Focusing Modes of Leadership

Source: Hohn (2004)

Although, according to Hohn (2004), the leader of innovative team must constantly alternate between these different modes, taking into account the nature of front end and development phases the generative mode can be considered to be more applicable during the front whereas the focusing mode can be considered to be more applicable during the development phase.

Furthermore, transformational leadership has been used as a basis for understanding the role of leadership behaviour during the innovation process (see e.g. Howell &

Higgins 1990, Waldman & Bass, 1991, Keller 1992, Elkins & Keller 2003). In their article Waldman and Bass (1991) showed the linkages between transformational Generative mode (Front End) Focusing mode (Development Phase)

Vision development Play/fun metaphors Development oriented Have we created new ideas?

Pace given by the creative process Challenge and risk taking

Exploring of conflicts Finding freedom Chaotic

Intrinsic motivation

Autonomy and challenging conditions

Goal management Fight/power metaphors Business oriented

Have we solved the problem?

Pace given by planning and monitoring Defining action

Crisis and conflict management Acting with constrains

Ordered

Extrinsic motivation

Material and immaterial rewards

leadership and various phases of innovation process. They argue that leadership which is nurturing and persistent is central to understanding the innovation process (Waldman & Bass, 1991). The leader role of nurturing behaviour is oriented toward the development and support of new ideas, toward the front end phase. Kanter (1988; see Waldman & Bass 1991) argues that nurturance leadership is especially needed in the idea generation phase. Leaders may stimulate people to think about and pay attention to new ideas. In that way, the leader is acting as a catalyst by getting people to consider problems in new ways (Waldman & Bass, 1991). It is important that the team wont become too isolated from its environment since it might be harmful during the early idea generation phases (Keller, 1992). That is why detecting information from the environment and bringing it back to the organization is an important activity at this point of the innovation process. This helps to bring useful information and new ideas into a group of potential innovators. (Waldman & Bass, 1991) Another important element of nurturing leader role is the display of high expectations and confidence by leaders towards employees. This kind of leadership is also especially relevant during idea generation phase when followers lack confidence and need inspiration (Keller, 1992).

In the later phases of innovation process, the role of leader is somewhat different.

Waldman and Bass (1991) argue that in the development phase it is the persistence of leadership that counts. According to them, if leadership persistence succeeds, it maintains the energy and enthusiasm associated with idea generation through to the realization of an innovation in the form of tangible products and processes.

Furthermore, Waldman and Bass suggest that leadership persistence has two social focuses: internal group relations and external group relations. Related to internal group relations, lack of progress or threats from outside the group such as withdrawal of resources can put off the original energy level and cause disloyalty and instability or in the worst case the possible disbanding of an innovation effort. Conger and Kanungo (1987) emphasize that leadership persistence is essential to generate strong commitment and emotional ties, even in the face of possible setbacks and uncertainty.

Such commitment can be accomplished by reminding group members of the vision, continually emphasizing the underlying values and promoting group loyalty and teamwork. Waldman and Bass (1991) note that optimism and encouragement need to be provided to the group to persist in their efforts even when they may be experiencing difficulties in creating a feasible prototype. Furthermore, Bass (1988) emphasizes that followers need to remain committed toward difficult goals even when setbacks and disappointments occur. Leadership persistence is especially necessary to mobilize support and build a coalition of individuals across group boundaries (Keller, 1992).

According to Waldman and Bass (1991), a unique aspect of innovation leadership is

related to factors that are external to the group: the uncertainty of innovation success and the necessary involvement of multiple functional areas. They argue that since innovation by its nature cannot be carefully time scheduled, the team may need leadership to protect it from outside pressures.

Bass and Avolio (1990) propose that transformational leadership consists of four components: individual consideration, intellectual stimulation, charisma and inspirational leadership. According to them, transformational leader provide support and encouragement (individual consideration), encourage followers to view problems from new perspectives (intellectual stimulation), communicate a vision (inspirational motivation) and engender emotion and identification (charisma). More precisely, individual consideration is about the leader treating followers as individuals, showing concern for their unique problems and approaches to work and providing developmental opportunities according to individuals’ needs and desires (Waldman &

Bass, 1991). Intellectual stimulation on the other hand is about helping employees to conceptualize old or repeating problems in new ways Keller (1992). According to Keller (1992) intellectual stimulation involves behaviour which gets employees to think about and pay attention to new ideas, needs and opportunities (Keller, 1992). Furthermore Elkins and Keller (2003) note that the use of intellectual stimulation, that encourages team members from various disciplines to view problems from new vantage points, can enhance innovation. Waldman and Bass (1991) note intellectual stimulation to be more rational dimension of transformational leadership whereas charisma is a highly emotional aspect of leadership. According to Waldman and Bass charisma includes emotional attachment which employees often have for leaders, and the extent to which the employees identify with leader’s ideas and values. Inspirational leadership on the other hand involves getting followers to remain optimistic and persevere toward difficult goals even when setbacks and disappointments occur (Bass, 1988). Furthermore, Bass (1988) argues that inspirational leaders display a set of mission to continually provide a vision of where the group is heading. The various factors affecting the innovation process can be detected in Figure 14.

Figure 14 Nurturance and Persistence Leadership

Source: Waldman & Bass (1991)

According to Keller (1992) the team tasks and context influence on the required transformational leadership performance. For example in incremental development projects, the leader may be engaged in task allocation and coordination behaviours whereas in radical innovation projects transformational leadership may be effective in the inspiration and intellectual stimulation of team members.

Front End Phase Development

Phase

Commercialization

NURTURANCE LEADERSHIP

PERSISTENCE LEADERSHIP

Individual consideration Intellectual stimulation

Charisma Inspirational motivation