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The impact of leadership styles on innovations: A review

Publikation: Bidrag til tidsskrift/Konferencebidrag i tidsskrift /Bidrag til avis › Tidsskriftartikel › Forskning › peer review

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  • Peter Kesting
  • John Parm Ulhøi
  • Jiwen Lynda Song, Renmin University of China, Kina
  • Hongyi Niu, Martin Bencher Professional Shipping and Forwarding Services
This paper reviews the insights that research offers on the impact of different leadership styles on innovation management. To do so, we develop a framework structuring existing insights into four generic dimensions: people, means, effects, and goals. Based on this framework, we review studies on: directive and participative leadership, interactive leadership, charismatic leadership, transformational leadership, transactional & instrumental leadership, strategic & CEO leadership, and shared & distributed leadership. We find strong indications that different innovation stages and types raise different demands on leadership. Against this background, transformational leadership is not the only style to lead innovations, but different leadership styles fit differently well with different innovation types and stages. However, the specification of this fit is still very incomplete and the answer to the question of how to lead innovations remains sketchy. Before closing, future research needs as well as practical implications are addressed.
OriginalsprogEngelsk
TidsskriftJournal of Innovation Management
Vol/bind3
Nummer4
Sider (fra-til)22-41
StatusUdgivet - 2015

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