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Discovery Skills of Innovation Leaders

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Organize the "post", so that a balanced amount of text covers each item below, and label each section so that it is clear which of the following topics the section covers. Please help by answering these items:

• A section that analyzes which leadership model (or models) and practices would encourage innovation considering the global context of the organization in your chosen case. Explain why you chose this model (or models) and how it will help the leaders in their responsibilities as leaders of innovation? (See leadership models attachment).

• A section that assesses how the information in the chosen case exemplifies, or does not exemplify the five discovery skills of innovation leaders. (See P&G attachments)

• A section that assesses the actions that the leaders of the organization in your chosen case took to shape culture and processes to be more innovative. Present an argument for which one of the three organizational DNA factors is most important for this organization's future success.


Dyer, J. H., Gregersen, H. B., & Christensen, C. M. (2011). The innovator's DNA: Mastering the five skills of disruptive innovators. Boston, MA: Harvard Business School Publishing.

Rao, M., Venkatesh, T., & Devi, B. (2006). Connect and develop model in P&G. Reference no. 506-188-1. Hyderabad, India: IBS Research Center

*Other references may be used as well.


Leadership Models

The most common leadership theories include:

• The Great Man Theory- Theorists continue to argue whether a leader has a natural ability to lead or if they are molded into leadership through extensive training and developmental procedures. It is my belief that individuals can be transformed into leaders' however; this transformation does not guarantee good effective leadership. Leadership is a skill that can develop over a period of time some theorist would suggest that this developmental stage is rendered as a method of trial and error. Executives continue to test processes to determine the best practice for leading an organization to success and training subordinates to be more than employees. "Leaders must exhibit high levels of courage with a willingness to listen to others in order to collect and analyze information" (Fry, 2004).

• Trait Theory-is the theory that a leader can be either born or made if they are made with certain qualities such as intelligence, responsibilities, and ethics.

• Behavioral Theory-leaders are categorized by task and people. There are some leaders who prioritize tasks and strive to meet deadlines. There are some leaders that are mostly concerned with motivating people and building relationships with people. Leaders who establish relationships with people will most likely have a strong workforce in which case employees will be more receptive to an interpersonal style of leadership. Employees will feel as though they are valued as opposed to a leader who is task oriented. Although a task-oriented leader isn't a bad character trait it would benefit a leader as well as the organization if there were a balance between the two. Both types of behavior contribute to enhancing performance.

• Contingency Theory-this theory is a form of situational leadership in which case a leader relies on the consensus of the subordinates to make their decisions. For example if a leader has to make a decision he or she may base his decision on whether his or her subordinates are receptive to his or her decision. Some leaders obtain feedback from subordinates before implementing a new strategy. "Any organization that succeeds requires leaders who can make carefully thought-out and reasoned decisions, who possess a strong sense of ethics, and who use the best information about the future that is available" (Fry, 2004).

• Transactional Leadership Theory-this leadership theory is based on the exchanges made between leaders and followers. The exchange between leaders and followers are beneficial to both parties involved. The leader benefits from an employee's service. An employee benefits from the employer by receiving rewards, compensation, etc.

• Transformational Leadership-this theory is self-explanatory. A transformational leader is one who has the ability and capacity to motivate employees. He or she has a natural ability to inspire followers and to obtain a desired outcome.

Fry, F.L. & Hattwick, R.E. (2004). Business an Integrative Approach, 3e. Chapter 1: The Nature of Business: The Big Picture. New York, NY: McGraw-Hill Companies.

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• A section that analyzes which leadership model (or models) and practices would encourage innovation considering the global context of the organization in your chosen case. Explain why you chose this model (or models) and how it will help the leaders in their responsibilities as leaders of innovation? (See leadership models attachment).

For Proctor and Gamble (P&G) their business model was a tremendous success during the 20th century. Their technical prowess along with their internal and secretive research and development led the company to invent some truly amazing products. One of the key factors to maintaining their position as a leading research and development company was their ability to maintain their secrets and contain their knowledge to their internal technical groups (Rao, Venkatesh, & Devi, 2006).

This business model began to show some signs of weakness as the turn of the 21st century rolled around. Based largely on the rapidly increasing use of the internet and computer technologies that were bridging the gaps between global markets. This ability for instant sharing of knowledge and understanding along with global competition was placing a lot of pressure on P&G to continue using only internal resources. A decline in their market share in the early 2000's showed the impacts of their internal management position.

It was in this face of this turmoil that P&G's CEO A.G. Lafley decided to change the course of his company. He stated that he needed his company to change its attitude from resistance toward products "not invented here" to an attitude of enthusiasm for "proudly found elsewhere" (Rao, Venkatesh, & Devi, 2006).

This attitude reflected what Henry Chesbrough referred to as moving from "closed innovation" to an organization focused on "open innovation" as a means for finding its future successes (Rao, Venkatesh, & Devi, 2006). Chesbrough developed his theory based on ...

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