Attributes of the learning-innovation transformational leader

Soliman, F

Attributes of the learning-innovation transformational leader

Soliman, F

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Publication Type:: Chapter
Citation:: Learning Models for Innovation in Organizations: Examining Roles of Knowledge Transfer and Human Resources Management, 2013, pp. 251 - 267
Issue Date:: 2013-12-31

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Field	Value	Language
dc.contributor.author	Soliman, F	en_US
dc.date.issued	2013-12-31	en_US
dc.identifier.citation	Learning Models for Innovation in Organizations: Examining Roles of Knowledge Transfer and Human Resources Management, 2013, pp. 251 - 267	en_US
dc.identifier.isbn	1466648848	en_US
dc.identifier.isbn	9781466648845	en_US
dc.identifier.uri	http://hdl.handle.net/10453/34230
dc.description.abstract	© 2014, IGI Global. All rights reserved. This chapter examines the role of transformational leadership in transforming the learning organization into an innovative one. Important features of the leader, such as the ability to assist in developing and accommodating the implementation of knowledge management programs, learning organization concepts, and innovation protocols, are discussed in this chapter. This chapter demonstrates that shifting from learning organization to become an innovative company could involve some unique attributes of a transformation leadership. In that regard, the chapter also demonstrates that organizations need first to create, capture, transfer, and mobilize knowledge before it can be used for learning and then for innovation. The chapter presents a method of studying how successful innovation leaders of companies could find themselves acting in three roles, namely knowledge leader, learning leader, and then innovation leader. The leadership styles and characteristics that could transform the organisation from learning to innovation are discussed. The type of innovative leadership required to enhance the organizational performance is also highlighted. This chapter provides details for understanding innovative leadership based on the concepts for leadership characteristics and styles. The chapter also discusses different leadership styles and the proposed model of innovative leadership used by most firms in their efforts to improve performance. This chapter examines whether the attributes of leaders and styles of leadership could also influence the behaviour of some leaders towards the transformation from learning to innovation settings.	en_US
dc.relation.ispartof	Learning Models for Innovation in Organizations: Examining Roles of Knowledge Transfer and Human Resources Management	en_US
dc.relation.isbasedon	10.4018/978-1-4666-4884-5.ch014	en_US
dc.title	Attributes of the learning-innovation transformational leader	en_US
dc.type	Chapter
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	closed_access
pubs.publication-status	Published	en_US

Abstract:

© 2014, IGI Global. All rights reserved. This chapter examines the role of transformational leadership in transforming the learning organization into an innovative one. Important features of the leader, such as the ability to assist in developing and accommodating the implementation of knowledge management programs, learning organization concepts, and innovation protocols, are discussed in this chapter. This chapter demonstrates that shifting from learning organization to become an innovative company could involve some unique attributes of a transformation leadership. In that regard, the chapter also demonstrates that organizations need first to create, capture, transfer, and mobilize knowledge before it can be used for learning and then for innovation. The chapter presents a method of studying how successful innovation leaders of companies could find themselves acting in three roles, namely knowledge leader, learning leader, and then innovation leader. The leadership styles and characteristics that could transform the organisation from learning to innovation are discussed. The type of innovative leadership required to enhance the organizational performance is also highlighted. This chapter provides details for understanding innovative leadership based on the concepts for leadership characteristics and styles. The chapter also discusses different leadership styles and the proposed model of innovative leadership used by most firms in their efforts to improve performance. This chapter examines whether the attributes of leaders and styles of leadership could also influence the behaviour of some leaders towards the transformation from learning to innovation settings.

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http://hdl.handle.net/10453/34230