Chapter

Four leadership roles

christian bason

in Leading public sector innovation

Published by Policy Press

Published in print October 2010 | ISBN: 9781847426345
Published online March 2012 | e-ISBN: 9781447302681 | DOI: http://dx.doi.org/10.1332/policypress/9781847426345.003.0011
Four leadership roles

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Innovation leadership is played out in a force field between inspiration and execution. Inspiration thrives on openness, divergence, motivation and creativity. Execution thrives on traits such as structure, discipline, focus and stamina. For public managers, working in a different way, involving a wider scope of people, utilising deep qualitative knowledge, and running a more open, experimental and collaborative process, will require a significant measure of courage. The leadership role in innovation depends on the type of organisation and function. This chapter explores four distinct leadership roles that relate to different levels of government: the visionary (politician), the enabler (top executive), 360 degree innovator (mid-level manager) and knowledge engineer (institutional head). Each position of leadership holds distinctive characteristics that can help drive innovation across the first three dimensions of the innovation ecosystem: consciousness, capacity and co-creation.

Keywords: innovation leadership; inspiration; execution; public managers; visionary; enabler; innovation ecosystem

Chapter.  6537 words.  Illustrated.

Subjects: Organizations

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