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By Cochran, James Paul

Rfile sort Dissertation/Thesis
Dissertation/thesis quantity 3621737
ProQuest record identity 1545888111

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Innovative leaders are said to inspire and galvanize others with their vision of innovation, to persist in supporting their vision in the face of challenges, to show confidence in their mission, and to gain the commitment and support of their followers (Howell & Higgins, 1990) in the pursuit of achieving broader organizational goals. The results of the study provided support to Bennis’s theory by illustrating the relative strength of these behaviors as perceived by survey respondents. The data additionally showed a prevalence of one competency over the others, providing impetus for future research.

The scientific method attempts to minimize the influence of bias or prejudice in the researcher when testing hypotheses or theories. According to Wolfs (2013), there are four steps comprising the scientific method: • Observation and description of a phenomenon or group of phenomena. • Formulation of an hypothesis to explain the phenomena. The hypothesis often takes the form of a causal mechanism or a mathematical relationship. • Use of the hypothesis to predict the existence of other phenomena, or to predict quantitatively the results of new observations.

They are transformational leaders on a strategic macro level and situational leaders on the tactical micro level. Innovative leaders encourage others to innovate. The literature on innovative leadership directly supported the intent and primary focus of the current study; to measure the relationship between leadership and the innovative capacity of the organization. There is a recurrent theme throughout the literature on innovation: innovation is a paradox. Organizations must be creative yet yield to conformity.

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