Department of Management

Peter Kesting

The impact of leadership styles on innovations: A review

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaperJournal articleResearchpeer-review

  • Peter Kesting
  • John Parm Ulhøi
  • Jiwen Lynda Song, Renmin University of China, China
  • 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.
Original languageEnglish
JournalJournal of Innovation Management
Volume3
Issue4
Pages (from-to)22-41
Publication statusPublished - 2015

    Research areas

  • Leadership styles, Innovation, Leadership, Transformational Leadership

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