Leading for innovation: Direct and indirect influences

Samuel Todd Hunter, Lily Cushenbery

Research output: Contribution to journalReview article

37 Citations (Scopus)

Abstract

Despite growing interest in developing and producing creative products, much remains unknown about how to best facilitate the innovative process. Through a review and integration of creativity, innovation, and leadership literatures, we propose that leaders are one of the primary driving forces in increasing innovative output. To help clarify how leaders achieve this influence, we offer a model of leading for innovation where creativity and innovation are depicted as series of interrelated processes that span multiple levels of analysis (individual, team, and organization). The proposed framework illustrates the direct and indirect ways direct leaders enhance innovation with the resulting discussion helping to highlight the range of behaviors and activities that leaders might engage in to help encourage creative productivity. The implications of our model for HRD scholars, professionals, and other stakeholders-such as executive level leaders, retailers, investors, and consumers-are also discussed.

Original languageEnglish (US)
Pages (from-to)248-265
Number of pages18
JournalAdvances in Developing Human Resources
Volume13
Issue number3
DOIs
StatePublished - Aug 1 2011

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Innovation
Creativity
Driving force
Retailers
Productivity
Stakeholders
Levels of analysis
Innovative process
Investors

All Science Journal Classification (ASJC) codes

  • Organizational Behavior and Human Resource Management

Cite this

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Leading for innovation : Direct and indirect influences. / Hunter, Samuel Todd; Cushenbery, Lily.

In: Advances in Developing Human Resources, Vol. 13, No. 3, 01.08.2011, p. 248-265.

Research output: Contribution to journalReview article

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