Leading for innovation: Conclusions,issues, and directions |
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| Affiliation: | 1. Department of Management, Georgia Southern University, P.O. Box 8151, Statesboro, GA 30458, USA.;2. Department of Management & Organizations, University of Iowa, 108 John Pappajohn Business Building, Iowa City, IA 52242-1994, USA.;3. Department of Management, Oklahoma State University, 320A Business Building, Stillwater, OK 74078, USA;4. Department of Organizational Leadership and Strategy, Brigham Young University, 730 TNRB, Provo, UT 84602, USA;1. School of Management, University of Chinese Academy of Sciences, Building No. 7, Zhongguancun East Road No. 80, Beijing 100190, China;2. Faculty of Economics and Business, University of Groningen, Postbus 800, 9700 AV Groningen, The Netherlands |
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| Abstract: | The need for innovation in organizations has resulted in a new focus on the role of leaders in shaping the nature and success of creative efforts. The various articles prepared for these special issues of The Leadership Quarterly on Leading for Innovation all, in one way or another, underscored the impact of leadership on the nature and success of creative efforts. These articles, however, also indicate that the leadership of creative efforts is an unusually complex activity. In the present article, the key conclusions emerging from the various articles presented in this two-part special issue are examined with respect to the nature of the leader, the leader's interactions with followers, the effective direction of followers' activities, and the leader's interactions with the organization. Directions for future research, along with certain metatheoretical issues, are discussed. |
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