The paper "Is There a Leadership Style that Is Most Suited to Innovative Industries" is a perfect example of management coursework. Leadership styles create the right environment for innovation in organizations. In addition, managers that have a strong influence on the process of innovation in companies are considered to have substantial leadership competence. Usually, leadership in innovative industries is seen as an essential management function and is based on human capabilities, such as championship, entrepreneurship and strategic direction (Ali & Ibrahim, 2014). Leaders play an important role in promoting innovation in the organization.
Innovation is an outcome of individual, team and organizational efforts brought together to produce a new product or service that can attract the customers (Hemlin, Allwood & Martin, 2008). Managers in innovative industries perform distinctive leadership styles. This essay will discuss the effects of these styles on innovation in organizations that focus more on innovation. Leadership is an integral aspect of the performance of innovative industries because of to two main reasons. First, in a hierarchy of the organization, leaders help manage strategic goals and activities for innovation established by the organization (Ali & Ibrahim, 2014).
They set these goals and direct activities by managing facilities, resources, defining expectations for innovation, and allowing autonomy to both individuals and teams. Second, leaders create an environment that influences creativity and innovation (Denti & Hemlin, 2012). According to Agbor (2008), the structure of leadership in the organization helps produce results that promote innovation among employees. However, all leadership styles may not be effective in increasing the opportunity for innovation, especially in innovative industries. Indeed, investments in particular types of leadership models and styles are likely to produce results that promote innovation.
Successful organizations, particularly in innovative industries have recognized that collaborative and shared leadership styles, and not authoritarian and heroic leadership, help open up the potential of organization in respect to innovation (Askenas et al. , 2002). This means that Innovative organizations that operate from hierarchical, command, authoritarian and control model, where leaders at the top level control information, work, allocation of resources and decisions, are likely to end up producing employees that are less productive, empowered and innovative (Hornstein & De Guerre, 2006). Thus this type of leadership styles may not help the organization achieve its innovative goals as it has little opportunity for bringing innovation and renewal. Leadership involves different people who possess various skills and tools within the work environment and all working towards transforming the organization.
The ideal leadership style in innovative industries is the one that is able to empower, inspire and apply more influence in the organization in a way that allows the creation of new ideas among employees (Ali & Ibrahim, 2014). Contemporary leadership involves understanding that individuals in the organization have all the skills, ideas and time to perform complex tasks with a high level of innovativeness.
In innovative industries, leaders are aware that the organization may not survive when leadership is centralized to the top as opportunities for leadership exist at all levels of the organization (Bosiok & Sad, 2013). Therefore, for innovative organizations to be successful in their innovative initiatives, they must benefit from innovativeness of all its employees by exploiting all their leadership abilities. In other words, every individual in the organization in one way or another is required to take part in leadership, especially through collaborative and shared leadership styles.