Gliddon, David G. (EDT)
Rothwell, William J. (EDT)
134 p. 25 cm
A leader's ability to discover and implement innovations is crucial to adapting to changing technologies and customer preferences, enhancing employee creativity, developing new products, supporting market competitiveness, and sustaining economic growth. Gliddon and Rothwell provide an exciting and comprehensive resource for readers that are currently seeking to build success in organizations with new ideas. Innovation leadership involves synthesizing different leadership styles in organizations to influence employees to produce creative ideas, products, services, and solutions. It is a practice and an approach to organization development and organizational change. Innovation leadership commonly includes four basic stages, which are: (a) support for idea generation, (b) identifying innovations, (c) evaluating innovations, and (d) implementation. There are two types of innovations, including: (a) exploratory innovation, which involves generating brand new ideas, and (b) value-added innovation, which involves modifying and renewing ideas that already exist. The two fundamental leadership theories that are generally necessary for innovation leadership are path-goal theory and Leader Member Exchange theory. The key role in the practice of innovation leadership is that of the innovation leader. However, there are currently multiple perspectives on the definition of an innovation leader. An individual in an organization, a group within an organization, the organization itself, and even a community, state, or nation can be considered an innovation leader. The book explores each of these perspectives on the definition of an innovation leader.
Table of Contents
Dedication and Acknowledgements; Foreword; Part 1: Innovation Leadership Theory; Chapter 1: Defining and Practicing Innovation Leadership using the CREATE Model - David G. Gliddon; Chapter 2: The Competencies of Innovation Leaders - Dena Lang, Meg Handley, & Kathryn Jablokow; Chapter 3: Innovation Leaders and Followership - Patricia Macko & Wesley E. Donohue; Chapter 4: Synergies in Innovation Network Teams - Frank Theodore Koe; Chapter 5: Building a Culture of Continuous Innovation - Jong Gyu Park & Wesley E. Donahue; Chapter 6: You Have the Idea, Now How Do You Fund It? - Juliette Kleinmann; Part 2: Innovation Leadership Success Stories; Chapter 7: Today I Fly! The Extraordinarily Innovative Diavolo Dance Company - Jonathan Gangi; Chapter 8: An Innovation Success in the Private Sector - Walter Robb & Mike Erdman; Chapter 9: Who's Leading and Who's Learning? - R. Lee Viar IV; Chapter 10: Sustainable Community Management - Norma Nusz Chandler; Chapter 11: Working Well with Cultures in the Middle East - Ward E. Marshall; Chapter 12: Innovation on a Small Farm - Debra (Keppy) Arnoldsen & Mike Erdman; Chapter 13: Successful Innovation in Public Sector - Catherine Haynes;Chapter 14: Innovation Leaders in Healthcare - Maureen Connelly Jones; Afterword; Index