Transformational Leadership, Design Thinking and the Innovative Firm

Schweitzer, J; Groeger, LC

Transformational Leadership, Design Thinking and the Innovative Firm

Schweitzer, J

Groeger, LC

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Publisher:: Springer
Publication Type:: Chapter
Citation:: Business Innovation and Business Invention - Leveraging Interdependencies for Sustainability and Organizational Development, 2016
Issue Date:: 2016-01-01

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Field	Value	Language
dc.contributor.author	Schweitzer, J https://orcid.org/0000-0002-3145-721X	en_US
dc.contributor.author	Groeger, LC	en_US
dc.contributor.editor	Soliman, F	en_US
dc.date.issued	2016-01-01	en_US
dc.identifier.citation	Business Innovation and Business Invention - Leveraging Interdependencies for Sustainability and Organizational Development, 2016	en_US
dc.identifier.uri	http://hdl.handle.net/10453/134102
dc.description.abstract	In this chapter we discuss the intricacies of innovation leadership behaviour and design thinking as drivers and enablers of organizational innovation. We propose transformational leadership and design thinking capabilities as suitable for alleviating issues of business innovation. Managers and the processes they apply, the behaviours they exert and the work cultures they promote are shaping the organisational practices and culture in which innovation occurs. As we explore design thinking capabilities and further conceptualise and interpreted them in light of transformational leadership theory, we find that transformational leadership offers a theoretical lens through which the transformative power of design thinking can be explained. A conceptual design innovation leadership model is proposed and its theoretical and managerial implications are discussed.	en_US
dc.publisher	Springer	en_US
dc.relation.ispartof	Business Innovation and Business Invention - Leveraging Interdependencies for Sustainability and Organizational Development	en_US
dc.rights	This is a post-peer-review, pre-copyedit version of an article published in Business Innovation and Business Invention - Leveraging Interdependencies for Sustainability and Organizational Development. The final authenticated version is available online at: (DOI URI unavailable).	en_US
dc.title	Transformational Leadership, Design Thinking and the Innovative Firm	en_US
dc.type	Chapter
utslib.location	Cham, Swizerland	en_US
utslib.for	150311 Organisational Behaviour	en_US
utslib.for	150307 Innovation and Technology Management	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	120302 Design Innovation	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Cham, Swizerland	en_US
pubs.publication-status	Accepted	en_US

Abstract:

In this chapter we discuss the intricacies of innovation leadership behaviour and design thinking as drivers and enablers of organizational innovation. We propose transformational leadership and design thinking capabilities as suitable for alleviating issues of business innovation. Managers and the processes they apply, the behaviours they exert and the work cultures they promote are shaping the organisational practices and culture in which innovation occurs. As we explore design thinking capabilities and further conceptualise and interpreted them in light of transformational leadership theory, we find that transformational leadership offers a theoretical lens through which the transformative power of design thinking can be explained. A conceptual design innovation leadership model is proposed and its theoretical and managerial implications are discussed.

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http://hdl.handle.net/10453/134102