Organizational Leadership and Motivation - Essay Example

? Organizational Leadership and Motivation December 27, Word Count: 2517 Introduction The ability to develop the correct criteria forleaders within an organization changes how one is able to approach with the environment and the results which occur. When looking at the innovation which is required for the multi-national firm, it becomes essential to recruit individuals which understand the leadership capacities that are a part of the environment. The ability to lead others, understand the maintenance features which are developed and to create the right approaches in the given teams will alter the success of the company and the results which occur. This report will look at the factors which are needed with the leaders and the environment to ensure that the innovation is structured in the correct manner. This will continue with the ability to develop and strategically plan ways to assist with the innovation, leadership styles and the development of the corporation. By doing this there will be the ability to alter and maintain the different expectations within the organization while creating a strong set of teams through the human resources which are used. Creating the Environment The first important aspect of developing the correct leadership is based on the environment which is created, specifically because of the goal of having innovation as the leading factor for those managing different teams. There are three factors which are noted in the environment that develops the correct culture for an organization. This includes the stimulus, capacity and performance results. The stimulus within the environment needs to be created to invite in different levels of innovation and to build a culture that is reflective of finding and developing new ideas. The capacity which follows this continues with the understanding of the different human resources and how they are able to respond and approach the different environmental needs that are occurring. This can be combined with the performance, which becomes significant because of the way in which this reflects the organizational environment. As the culture of the organizational environment is stimulated, the performance should increase and more responses from team members should be available. The atmosphere and environment which is created from the organizational culture then has to show and reflect all aspects of how the organization is managed (Prajogo, 2006: 15). The environment that is reflected and the stimulus, capacity and performance are further reflected with characteristics that are in the organizational culture. This is led by creating ways for opportunities to be further defined while the limitations within the work structure are lifted. The concept of building the right opportunities is one which begins with developing a system through technical and non – technical applications which can be used. The approach is to find different resources and tools which are added into the environment and which build and develop an alternative approach to creating the right development within the environment. This combines with understanding types of innovation within the environment and ways in which this can be reflected through opportunities. The main approach to take with the environment is to allow resources, ideas and expansion to be continuously available to the employees, teams and leaders. As the systems within the environment are able to create the right approaches there is the ability to develop and understand the relationships that are associated with the organization. The environment will need to create a process and understanding of this through the culture to further reflect what is needed for new innovations to be developed (Walker, 2007: 591). The environment which is created with resources and other systems should further develop with expected procedures that invite innovation. The leadership arena is one which has to create an environment that is stimulating and which offers teamwork and development to be created. Furthering this with the ability to develop and create innovations is one which can move into the environment with expected procedures. Learning and training as a part of the organizational culture is a way to ensure that this approach works and develops in the right manner. This can be furthered with the expectations with communication and the development of teams that are initialized. The concept of building the environment and creating alternatives is then furthered with the understanding of enhancing the performance with the available training, education, resources and systems that are created. By combining each of these options, there is the ability to develop the performance in an alternative manner while establishing a stronger amount of innovation. The main approach is to create a space in which the innovation is invited into the environment while the culture is able to embrace the components of innovation through the learning, leadership and training that is established (Alegre, 2008: 32). Leadership Style The impact that will be taken with innovation is one which begins by creating the correct leadership style. Without the right leadership, the organizational environment and capacity to develop new resources and ideas will become ineffective. There are multiple levels that are created with the leadership ideologies which are approached and the organizational style that is affected by different concepts. The approaches are furthered with the understanding of organizational learning that is required. Leadership styles that invite in innovation also require that learning, education and communication become the main priority between different teams. This is furthered with the ability to mediate and create a sense of understanding between different team leaders. By developing this role, there is the ability to effectively create new levels of learning and development while establishing and inviting in alternatives to innovation. The levels that are created are inclusive of the leader responsibilities with both management and innovation while creating the correct environment for teams to work with the right goals of innovation and development (Berson et al, 2006: 577). An approach to leadership styles which can be used is the action centered leader. The main approach with this particular style is to distribute the tasks and actions between all members of the team. This allows each individual to have the same amount of responsibility and flexibility in creating and building innovation within the main structure. The concept of action centered leaders is furthered with the leader and manager being the main source for communication and in understanding the vision of the company. The team members are then able to correspond and work together while all performing actions that focuses on the main vision and goals. The approach then builds a network that is able to create and define the leadership structures and performance that is associated with this. The perceptions that are associated with the teams and which are able to define the capabilities are then able to continue to develop as the actions toward innovation are held with equal responsibility among all members of the team. The performance that is associated with this then develops different structural characteristics while allowing leaders to guide all team members into the levels of innovation and collaboration that open within the organization. The qualities of this particular type of leadership are inclusive of flexibility and the ability to expand the amount of innovation available by allowing each member to become a human asset to the company (Mehra et al, 2006: 232). Another approach which can be used and combined with the action centered leadership is the transformational leader. The main association with the transformational leader is to focus on a specific goal and to combine this with transforming other team members to understand and move toward this goal. The concepts that are used are based on flexibility, adaptive approaches and the enhancement of entrepreneurs that are within the work space. The overall idea with transformational leadership is one which invites in the innovation that is required among corporations at different levels. As the organization moves into continuous transformation, there is the ability to meet the needs with the external environment while continuing to move forward with the modeling and climate that is associated with the relationships created. The transformation leader becomes responsible for helping with the communication and goal centered approaches. There is also the need to work with the creative process among team members while continuing to establish the needed maintenance to meet different goals. The outcome is one which expects the organizational environment to combine the innovative measures with the climate as well as the strategies that are expected to develop through the organization (Sarros, Cooper, Santora, 2008: 145). The style which is required for the innovation of the department is based on being able to embrace the creative process and changes which continuously occur within the environmental culture. As leaders are able to guide others within the organization to do this, there is the ability to develop and redefine the expectations which are a part of the organization. If the demand for different teams is based on innovation, then the creative process that is led by the team leaders becomes the most important aspect that is developed. The way in which this can be implied comes from systems, such as education, communication, training, development and processing of creative ideas. It is the main need for leaders to create the right level of innovation and management for this to occur at a productive level. At the same time, the team members have to develop a similar understanding of the creativity, innovation and other structures which are required for the needs within the department. Doing this with knowledge systems, communication processes and by embracing creative processes then builds and develops a different approach for teams while allowing leaders to implement the necessary creative processes (Rickards, Moger, 2006: 4). The importance of the correct type of leadership also moves into other theories which show the wrong leadership behaviors not allowing for the correct creativity, innovation and alternatives to help with the progression of the company. The approach which is required with finding the correct leaders is to find individuals that understand the goals and vision of the company. This needs to be combined with being able to guide team members into the correct process while offering flexibility and responsibility among all team members. A danger with the leadership behaviors is based on the need to manage or maintain all aspects of the team without giving flexibility to others. This will take away the amount of innovation and leadership available for others in the team that may have different skills which can be offered. It is noted that empowerment behaviors are the needed alternative, specifically in allowing each individual to become a human asset to the innovation process. If the empowerment is higher, then it allows the performance of teams, outcomes of innovation and other corporate alternatives to have the right approaches. The team learning is then able to build and develop more effectiveness and productivity. Ensuring that this quality is a part of the leadership behaviors makes a difference in the overall functioning of the company as well as the levels of innovation which the team leaders are able to invite in (Burke et al, 2006: 288). Motivation The last quality to consider with the leaders that are in the work space is the level of motivation which is provided. The concept which is known to work most effectively with motivation is the level of knowledge that is shared among team members. The ability to understand the goals and vision of the company and of certain projects is the first level of knowledge required. This is followed by knowledge which comes from the maintenance and systems that are within the company. These are specific to the information that is used to reach the goals and the changes in innovation which occur. The flexibility and openness of the system is then able to develop and create alternatives to those that are in the work space. The role of the leaders is to create motivation through knowledge that is given, while enhancing and opening the creative process and innovative levels from all team members. As each member is able to feel responsibility from the knowledge and communication given, there will be more considerations that are available. The effectiveness of the knowledge then determines the performance and the outcome that is associated with those working with the work space and the alternatives which are offered (Brachos, 2007: 617). The concept of motivation that is a part of the leadership is furthered with the understanding of human resource management and the way in which this affects each individual. Not only do the team leaders need to have a sense of knowledge and motivation. The human resource management needs to match this with expectations, qualities and with a transfer of the information that is available. The knowledge and motivation that is available should be given first by the leaders that are working with human resources. Following this by understanding who the human assets are in each department can provide deeper insight into the innovations which should occur. The integration of human resource management with the leadership development is one which should incorporate relationships between the team members, innovation, technology, resources and the environment. The motivation then becomes associated with the understanding of the innovation and how this relates to the resources with the human resources provide to the individual members and to the team leaders (Shipton et al, 2006: 3). The motivation which needs to be provided by the company is one which becomes a part of the responsibility through strategies developed. The strategy is based on the implementation of the different systems and associations that are used for innovation. This is inclusive of systems, technology and education which are available. The strategy then continues to expand by working with leaders to ensure that there are specific characteristics and levels of communication which are given to team members. The strategy then needs to continue with opening the communication, evaluating the process of team members and of transforming the specific needs to those who are associated with the teams. By creating these specific strategies of development and evaluation, there will be the ability to continue to motivate and offer more options for innovation. The result will be more activities that are associated with the company while there is the ability to continuously create strategies for leaders that help with the innovation and motivation of those in the company (Stewart, Fenn, 2006: 173). Conclusion The concepts which are associated with leadership and innovation can change the way in which a company performs and the outcomes that are a part of the corporation. When looking at leadership, it is noted that it takes place through the environment, skills, expectations of the leaders and the motivation which is characteristic of both leaders and the company. This combines with the understanding of innovation and how it is processed through the team members that are working within the company. Combining each of these with the associations of motivation and the innovation of the company can create a different set of outcomes and expectations for those within the company. The result will be the ability to develop and understand deeper levels of innovation that come from the human assets of each team and from the development of leaders within the work space. References Alegre, J. 2008. “Assessing the Impact of Organizational Learning Capability on Product Innovation Performance: An Empirical Test.” Technovation 32 (1). Berson, Yair, Louise Nemanich, David Waldman, Benjamin Galvin, Robert Keller. 2006. “Leadership and Organizational Learning: A Multiple Levels Perspective.” The Leadership Quarterly 17 (6). Brachos, D. 2007. “Knowledge Effectiveness, Social Context and Innovation.” Journal of Leadership Management 13 (2). Burke, Shawn, Kevin Stagl, Cameron Klein, Gerald Goodwin, Eduardo Salas, Stanley Halpin. 2006. “What Type of Leadership Behaviors are Functional in Teams? A Meta – Analysis.” The Leadership Quarterly 17 (3). Mehra, Ajay, Brett Smith, Andrea Dixon, Bruce Robertson. 2006. “Distributed Leadership in Teams: The Network of Leadership Perceptions and Team Performance.” The Leadership Quarterly 17 (3). Prajogo, DI. 2006. “Relationships Between Innovation Stimulus, Innovation Capacity, and Innovation Performance.” R&D Management 17 (2). Rickards, Tudor, Susan Moger. 2006. “Creative Leaders: A Decade of Contributions from Creativity and Innovation Management Journal.” Creativity and Innovation Management 15 (1). Sarros, James, Brian Cooper, Joseph Santora. 2008. “Building a Climate for Innovation Through Transformational Leadership and Organizational Culture.” Journal of Leadership and Organizational Studies 15 (2). Shipton, Helen, Michael West, Jeremy Dawson, Kamal Birdi, Malcolm Patterson. 2006. “HRM As a Predictor of Innovation.” Human Resource Management Journal 16 (1). Stewart, Ian, Peter Fenn. 2006. “Strategy: The Motivation for Innovation.” Construction Innovation: Information, Process, Management 6 (3). Walker, Richard. 2007. “An Empirical Evaluation of Innovative Types and Organizational and Environmental Characteristics: Towards a Configuration Framework.” Journal of Public Administration Research and Theory 18 (4). Read More