Strategic Management Journal, 26, 665–682. (2005) Strategic leadership and executive innovation influence: An international multi-cluster comparative study. Journal of Organizational Change Management, 12, 80–89.
(1999) Transformational leadership in the context of organizational change. (1982) Technological paradigms and technological trajectories: a suggested interpretation of the determinants and directions of technical change. Journal of Applied Psychology, 87, 611–628. (2002) Trust in Leadership: Meta-Analytic Findings and Implications for Research and Practice. (2005) Different leadership skills for different innovation strategies. International Journal of Innovation Management, 16, 1–20. (2012) Leadership and innovation in organizations: A systematic review of factors that mediate or moderate the relationship. Basic & Applied Social Psychology, 11, 191–203. (1990) The effects of transformational, transactional, and laissez faire leadership characteristics on subordinate influencing behavior. Fort Worth, TX: Harcourt Publishers Ltd College Publishers. (1997) An integrative theory of leadership. (1997) Leadership and innovation among teams. (2004) Effectiveness of innovation leadership styles: a manager's influence on ecological innovation in construction projects. International Journal of Technology Management & Sustainable Development, 6, 135–149. (2007) Leadership for sustainable innovation. Global Business & Organizational Excellence, 29, 47–60. (2010) Leadership and innovation: Learning from the best. International Journal of Public Administration, 17, 541–554. (1994) Transformational leadership and organizational culture. (1985) Leadership and performance beyond expectations. (1990b) From transactional to transformational leadership: Learning to share the vision. (1990a) Bass & Stogdill's handbook of leadership: theory, research, and managerial applications, 3. Journal of Management Inquiry, 4, 293–297. Looking at other possible antecedents and consequences. (1991) Managing the Bossless Team: lessons in distributed leadership. (2009) Towards a multidisciplinary definition of innovation. Journal of European Industrial Training, 15, 9–16. (1993) Leading in the 1990s: The four i's of transformational leadership. Avolio, B.J., Waldman, D.A., & Yammarino, F.J. Journal of Organizational Behavior, 25, 147–173. (2004) The routinization of innovation research: a constructively critical review of the state-of-the-science.
Anderson, N., de Drew, Carsten K.W., & Nijstad, B.A. (2004) Leader behaviors and the work environment for creativity: Perceived leader support. Amabile, T.M., Schatzel, E.A., Moneta, G.B., & Kramer, S.J. Academy of Management Journal, 39, 1154–1184. (1996) Assessing the work environment for creativity. Amabile, T.M., Conti, R., Coon, H., Lazenby, J., & Herron, M. Journal of Organizational Change Management, 7, 6–14. (1994) Quality management and the process of change. The article also describes research needs and their practical implications.ġ. However, the determination of this allocation is still very incomplete and the answer to the question of how innovations should be managed remains unclear. Against this background, transformational leadership is not the only innovation management style and various leadership styles have their own, distinct ways of contributing to different types and stages of innovation. There are strong signals that different stages and types of innovation raise different leadership requirements. Using this framework, an overview has been provided of studies on directive and participative leadership, interactive leadership, charismatic leadership, transformational leadership, transactional and instrumental leadership, strategic and executive leadership, as well as shared and distributed leadership. Helps the reader develop an understanding of theory while acquiring the necessary skills and insights to become an effective leader.The article reviews research on the impact of different leadership styles on innovation management by setting out the organisational framework of the findings to date in four generic dimensions: people, measures, effects, and objectives.
0 kommentar(er)
