influence of leadership on innovation indian case studies

7/31/2019 Influence of Leadership on Innovation Indian Case Studies

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Studying the Influence of Leader s Characteristics on Organizational Innovationthrough Case Studies of Indian Business Leaders

Davinder Singh, EFPM 2011, MDI, Gurgaon, INDIA


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Studying the Influence of Leaders Characteristics on Organizational Innovationthrough Case Studies of Indian Business Leaders

Abstract

The subjects of individual creativity and organizational innovation are being viewed as

important for business success. Various themes have emerged from the studies done to

understand the relationship that exists between Leaders Characteristics and Innovation .

The studies have been done predominantly in the context of developed economies. It is likely

that they would be applicable in the Indian context as well. The Indian business landscape has

changed since the mid 1990s, when the change in economic policies was initiated, increasing

the competition - both internal and external. The organizations needed to embrace and

manage change and the need to innovate increased. The Indian Business Leaders, who

recognized this and provided transformational leadership to their organization, have led their

organizations to high growth. In this paper an attempt has been made to compare the

characteristics of such leaders from India to the themes from extant literature. The

comparison has drawn a lot from the book In Search of Change Maestros(2011) by Singh,

P., and Bhandarker, A., in which they have detailed the profiles of seven Indian business

leaders and their organizations. In conclusion the further research has been proposed to study

a conceptual model.

Introduction

Creativity is viewed in terms of output; creative product is defined to be both novel and

useful (Amabile et al., 1996). Creativity has been studied at multiple levels - individual,

group and organization. Individual creativity is supported by domain-relevant knowledge;

processes for creativity and intrinsic motivation (Amabile, 1983). While creativity is

exhibited by individuals, an organization consists of many groups of individuals and the


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collective creativity can be different from the individual creativity. The creativity of the

individuals, working as a group in an organization would be affected by group characteristics,

organizational culture, context of the organization (Woodman, Sawyer and Griffin, 1993;

Taggar, 2002).

Innovation is considered to be different from creativity. It is a process which is considered to

consist of two stages - initiation or generation of a creative idea and execution or

implementation of the idea. Innovation is closely related to creativity, and has an element of

application which leads to a useful output for the organization. The creativity and innovation

of the employees has assumed valuable dimension in the context of contemporary and

knowledge driven organizations. The rapid and new changes in technology; competition

becoming global; quick and drastic changes in economy; all have put greater demands on

organizations to succeed. For this, they need to be creative. The organizations need to

generate new ideas and equally importantly, to translate the latter into useful products. This

has been an area of study in the recent past (Dess and Picken, 2000; Mumford et al., 2002).

Innovation not only requires adaptation of pre-existing products or processes but also

encompasses creation of new products and processes; and at times incorporating even those

which have been created outside of the organization (Woodman, Sawyer and Griffin, 1993).

This leads to change and the successful management of this is dependent on leadership.

Leadership has been identified as one of the important factors that influence the creative

behaviour and innovation (Amabile, 1998; Jung, 2001; Mumford and Gustafson, 1988). Their

studies have established that leaders can exert influence on the creativity of employees

through both direct and indirect ways. The direct way requires taking steps which leads to

managing and enhancing intrinsic motivation of the employees; the indirect ways are related


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to creating the context, environment and culture which supports the employees creative and

innovative pursuit.

These studies have been conducted on the global level and have provided many insights into

how leadership can exercise positive influence on the creativity of individuals and

organizational innovation. The applicability of the same to Indian Leadership is being

attempted through this paper.

Methodology

The extant literature has been reviewed to identify the themes covering the topic of the

influence of leadership on employee innovation and also the organization innovation. The

identified themes have been used as a framework to study specific Indian business leaders

and their organizations to determine whether the framework fits with the respective case

studies. The selection of the business leaders has been done from the book In Search of

Change Maestros (2011), Singh, P., Bhandarker, A., Sage. The book covers seven successful

business leaders from India who have managed their organizations through challenges and

transformed them successfully into much larger enterprises than when they had assumed

leadership of the respective organization. The leaders and the organizations that they lead are

given in table 1. These organizations cover and operate across wide range of industries

panning across raw commodities, industrial goods, telecom, retail, bio technology, financial

markets, and infrastructure. Each one of these leaders is a leader of leaders; they head

organizations which are conglomerate of multiple businesses and profit centres, each having

a senior person in the leadership role, who reports to them. Change and Innovation has been

integral to the transformation affected by these leaders. The book provides in-depth

quantitative and qualitative information about each of the leaders and the respective


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organizations. The information has been used to identify and verify the fit with the themes

obtained from literature review.

As part of the study, Singh and Bhandarker (In Search of Change Maestros, 2011) collected

data about the Leaders Characteristics and Organizational C ulture. They collected the

data through two methods - survey research among the leader and the senior executives of the

organizations who have had interaction with the leader, and through in-depth interviews with

leaders themselves and the senior or top executives of their respective organizations and close

family members of the leaders.

For the survey Singh and Bhandarker (referred to as researchers in this paper) used two

inventories, one each for Leaders Characteristics (termed Change Maestro Inventory) and

Organizational Culture (termed Organizational Culture Inventory). The Change Maestro

Inventory had 35 items with the 5 point Likart type scale for recording the response to each

item. It was prepared by researchers after conducting focus group discussions among 175

executives (MDI alumni) with at least 5 years of work experience. An initial inventory

having 65 items was tested among sample of 333 executives. Using the factor analysis these

65 items were reduced to 35 items which were included in the final inventory. Organizational

Inventory was prepared on basis of the extensive literature review by the researchers. The

inventory had 62 items at the start, which was reduced to 33 items. For this, the researchers

had administered the initial inventory among sample of 333 executives and used factor

analysis on the data obtained. The final inventory of these 33 items was used with the 5 point

Likart type scale to record the response to each item.


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Table 1: Indian Business Leaders and their organizations studied by Singh, P., and Bhandarker, A. (2011), In Search of Change Maestros, Sage

Turnover (Rs Billions) Net Profit (Rs Billions)

S. No. Leader Organization Businesses 2003 2009 Change 2003 2009 Change

1 Kumar Mangalam

BIRLA

A.V. Birla Group (AVBG) Industrial Raw Materials, Trading, Telecom,Retail, Insurance, Chemicals, Textiles,Agri Business

126.23 455.73 261% 10.63 50.39 374%

2 Sajjan JINDAL JSW Steel Ltd.(JSW Group) Steel, Infrastructure, Energy, InformationTechnology, Minerals

27.86 140.01 403% -1.11 4.59 514%

3 K.V. KAMATH ICICI Bank (ICICI) Banking 125.33 399.75 219% 12.06 37.58 212%

4 Sunil MITTAL Bharti Airtel Telecom, Retail, Insurance, Agri Business 0.17 373.52 219618% 0.002 78.59 3929400%

5 A.M. NAIK L&T Construction, Engineering, Power/Energy,Information Technology, Financial, Shipbuilding

108.57 406.08 274% 3.8 30.07 691%

6 Kiran M. SHAW Biocon Ltd. Biopharmaceuticals, Contract Manufacturing,Research, Licensing 2.77 10.25 270% 0.36 1.12 211%

7 M. DAMODARAN Unit Trust of India(UTI) &Industrial Development Bank of India (IDBI)

Financial Market, Banking Information about the financials not presented


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The interviews were conducted with the leaders being studied and the senior executives of

their organizations. The latter, by virtue of their position in the organization, had interacted

with the leader and could, therefore give the responses basis these interactions instead of the

hearsay. Each person was interviewed individually; the purpose of the study and the

description of the process were explained; enquiries were made into the predetermined areas;

and responses were recorded. The same process was used with the leaders themselves.

The researchers analysed the data using the techniques of content analysis for the in-depth

interviews; and grounded theory method to arrive at the emergent model of Change Maestros.

The researchers conducted exploratory factor analysis on the responses to the two inventories

and clubbed the items of the two inventories into 12 factors ( 6 each for Leaders

Characteristics and Organizational Culture) and conducted the inter-correlation analysis

among these factors.

In the following section the various themes obtained from the extant literature would be

considered and the examples from the case studies would be considered which support the

themes. This would be followed by the discussion based on the analysis done by Singh and

Bhandarker to present a conceptual framework on how Leaders Characteristics relate to

Organizational C ulture , Individual Creativity and Organizational Innovation . The

examples are drawn from the work of Singh and Bha ndarker, In Search of Change Maestros

and hence, the reference credits have not been given individually.


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Themes for Leadership influence on employees and organization innovation.

Leadership needs to be oriented to change and development to build competitive advantage

in changing industry and economic conditions - Arvonen and Pettersson, 2002. Companies

and organisations today face an environment that implies global competition, variable

customer needs (Hammer & Champy, 1993; Howard, 1995), The new business environment

demands capabilities for leadership to manage development, radical innovation, alongwith,

cost effectiveness. Cost-effectiveness requires a combination of structure and relations-

orientated leadership behaviour. Change-effectiveness and innovation require combination

of change and relation-orientated leadership behaviour.In mid 1990s the economic

policies of India started to change, ushering in increased competition, from both internal and

foreign companies. The leaders who recognised this and oriented their organizations to

change were able to create competitive advantage which not only ensured the survival but

also long term growth.

K M Birla of AV Birla Group (AVBG) assumed the role of CEO for the company in 1995.

He recognised that the change in economic policies required the company to undergo

transformation. It was decided to focus on those businesses where the group could be a leader

and the others were divested. The group also made bold moves into new business

opportunities which emerged following the liberalisation of the economy. The company

entered the business of telecom, insurance and retail. The heads of various businesses of

AVBG when interviewed stated, We do not miss (business) opportunities and quickly

respond; We constantly scan the environment for new opportunities and capitalize on them

by building appropriate strategies.


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L&T, which is headed by AM Naik, focuses on tomorrow, spots emerging opportunities, and

prepares effectively to respond to them, (Singh and Bhandarker, 2011). AM Naik launched

Project Blue Chip which according to the senior executives of L&T , ...made us think a

little bigger than what we have been doing; across the company, he (AM Naik) made

thinking ahead a habit.

Sajjan Jindal of JSW group recognised the need to change the family business of steel rolling

that he inherited in 1990s. The group went for backward integration and entered steel-

manufacturing. The group entered the power business on recognising the change in the power

industry where the domination of government held companies was giving way to private

companies.

Leaders who define group goals, create contexts, and conditions are successful in

motivating the followers to engage in innovative efforts required to accomplish these goals ,

Lee, 2008. When leaders contribute to problem construction, and encourage self-efficacy

among the followers, it results in higher subordinate creativity, (Redmond, Mumford, and

Teach, 1993)

Sunil Mittal of Bharti Airtel is known within his company as a visionary. The senior

executives of the company, when interviewed stated that even when neither he nor his

company were big, he envisioned Airtel to be the leader in telecom in both India and across

globe. Today Airtel has the largest subscriber base in India and the company has been

increasing its operations to other geographies, including Africa. Sunil Mittal emphasises the

need to be customer centric and take care of even the low revenue subscriber. He articulated

the customer orientation at Airtel, we are very touchy when a customer comes back to us


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saying he is not satisfied with our services, it is like a crisis in the organization

everybodys goal is to build businesses which are serving the customer.

KV Kamath headed ICICI Bank and positioned it as India s largest bank. His belief in

Nothing is Impossible led to his team to view innovation as essential to achieve the goals.

The senior leadership on being interviewed said The key drivers of innovation in this

organization are the audacious even irrational goals. The tried and tested ways, we believe,

can only give incremental results.

M Damodaran a civil servant from Indian Administrative Service (IAS) led the

transformation of two financial organizations - Unit Trust of India(UTI) and Industrial

Development Bank of India(IDBI). On assuming the role of leader for these organizations,

M Damodaran scripted a vision for the organization along with the senior leaders of the

organization and experts from outside. The employees describe In IDBI we needed someone

with a vision and Damodaran provided that vision. He could really anticipate issues that the

bank would face both in the short term and the long term, and prepared the organization to

face both.; He had a positive agenda for U TI; (he) had a vision to make it succeed, he

created a structure around that and he managed the whole process.

A leader is required to create a climate that is conducive to employees creativity and

innovativeness , Amabile et al., 1996; Mumford and Gustafson, 1988. Leader needs to

provide climate which is relevant to the kind of innovation being pursued. For the

incremental innovation, where in minor changes are made to the existing products or

processes, a climate characterized by well-defined goals and challenging expectations is

desirable. On the other hand, when innovation is more radical, with generation of new

understandings, the leader would need to provide more than well-defined goals. A climate


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that encourages risk taking during the process would be important, and needs to be the

concern of the leader.

Kiran M Shaw of Biocon has encouraged her team to develop a sense of ownership. The

employees say, there is freedom, if you want to do something which is good, you have

the freedom to do it Bioc on is horizontal, transpar ent and interactive. The employees at

Biocon are respected for their ideas and this is not related to the persons age or duration with

Biocon. The culture is described as open and seamless by the employees. They say ,

infac t if there is a problem faced by someone, he can even go across to different groups

directly and get help without having to go to the heads of those groups for permission. The

status quo is not encouraged and pe ople are encouraged to challenge it. in B iocon we

strongly encourage people to question; there is a very debate oriented and discussion oriented

culture here.

At Bharti Airtel, Sunil Mittal has instilled entrepreneurial innovation culture. The

executives when interviewed described their company saying we have a small company

soul and we move with lightning speed. The phrases used by them include positive

disquiet, creative dissatisfaction and restlessness to describe the culture.

Like companies from other case studies, Sajjan Jindal of JSW group places a great emphasis

on action and execution. He wants to achieve the goals faster and constantly challenges his

team to better their past performance. He is ruthless in execution. If the original project

schedule is December, in the ne xt visit hell say it has to be by September. Sajjan Jindal

supports his team in risk taking and there is a tolerance for mistakes or setbacks experienced

when people or the team pursue new initiatives.


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The AVBG group also provides a culture of looking for new ideas which inherently have risk

associated to them. The action and execution orientation built and supported by KM Birla

encourage the company to innovate. A senior executive commented, when I take a

decision, I do not have to look over my shoulder; I know that Mr. Birla would support and

encourage me to be entrepreneurial.

In L&T, the philosophy of empowerment is underpinned by enabling people to perform,

deliver results, be creative, and have the ability to take risk and display entrepreneurial

behaviour. Mr. Naik ensures that empowerment results in high quality performance for

L&T. - executives at L&T.

At ICICI Bank, MV Kamath has emphasised on speed of execution. There is a 90-day rule in

the organizat ion. anything new and different has to be put into practice within ninety

days. The company gave the team responsible for listing of ICICI stock on NYSE a period

of 90 days for execution.

The culture of entrepreneurial freedom and empowerment comes along with the

accountability. There is no abdication of responsibility. The companies discussed have

institutionalized the performance management system which incorporates greater rewards for

higher performance.

Leader should empower followers, enhance their self efficacy; and provide intrinsic

motivation to encourage innovativeness , Amabile , 1998. Creativity of an individual is

positively impacted by Expertise, Thinking Skills and Motivation. Building Exeprtise

and Thinking Skills are critical and need to be enhanced, but the process takes long time.

Motivation , on the other hand, can be created quickly, but is a task which can challenge a

leader. Inorder to motivate the team members, the leader needs to provide them with


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challenges that match their expertise and thinking skills. The leader also need to ensure that

they provide freedom, resources, and supervisory encouragement. The extrinsic motivation,

in form of rewards or penalty, could provide a result, however, this result is likely to be

inferior to one that the member would provide, if there was intrinsic motivation.

Kiran Shaw describes how she provides intrinsic motivation to her team. I always tell

people, we want you to own problems, not tasks. I want to throw a problem at them and say,

Solve it. because thats what makes them a much better researcher, a much better

manager,t he moment they solve a problem, they get a great sense of confidence and

achievement which spurs them on to doing much more.

M Damodaran uses his ability to communicate to motivate his team. He is polyglot and

chooses his language depending on the person he is interacting with. He can not only connect

with them but also provides them the confidence of his support. His team felt accountable to

provide good performance to ensure that his confidence and trust in them was reciprocated.

KM Birla does not impose goals or targets; he works with his team and they are developed

and agreed in a consensual style. He has created a sense of belonging and pride among the

employees. He does not come to meetings with the intent to announce or impose his

decisions. The team does not need to seek his consultation on operational matters as he has

empowered them.

Sunil Mittal not only empowers his team but also encourages them to take bold decisions. He

provides them the assurances, go ahead and take the decision. I will back you if something

goes wrong. As long as your heart is in the right place when you took that decision, dont

worry about the consequences. The senior executives in their interview recounted that this

empowerment inspires them to be innovative, take risks, and be fearless during execution.


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Sajjan Jindal exudes optimism and is not discouraged by failures. He empowers his team to

take decisions which have significant impact on the business but ensures that they are not

weighed down excessively by the accountability that accompanies such decisions. He leads

them from front; when new and hitherto untested technology was to be used by the group, he

was personally present so as to demonstrate his confidence in the team working on this and

also to share the risk and success with his team.

The transformational leaders align the value of their followers to that of their own and

organizationss values; and are able to increase the intrinsic motivation among followers,

Gardner and Avolio, 1998.

The ethical values practiced by all the seven leaders are high. They do not see a conflict

between the values and the business and lay equal emphasis on the means as on the ends.

KM Birla view people in AVBG not as resources but as human beings who are partners and

stakeholders in the success of the organization. One of the CEOs at an AVBG company

spoke about the group, ...you are not treated as a number; one is a person, one is

empowered, we get respect from bureaucracy becaus e we do nothing underhand nor do we

grease palms. The high standards of ethical behaviour and governance is not only talked

about but is practised by KM Birla. He assures the team not to worry about the hit to the

business when practicing the values of AVBG. He lays equal importance on means as on the

ends. The internal scoring of AVBG by its senior executives on ethical governance is the

greatest among all attributes scored by the authors of In Search for Change Maestros.

Sajjan Jindal ensures that the organization wide benefits like education, health care and

community celebrations provided to the employees are common to all and are not based on


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class or position in the hierarchy of the employees. The visible practice of the same by him

ensures that others imbibe it as well.

Sajjan Jindal and Sunil Mittal both lay great emphasis on execution and ability to innovate.

They both value the ability to make bold decisions and execute them and provide support to

the team in order for them to be able to overcome risks and mistakes. This has made their

organizations and the employees to be action oriented and strive for results and superior

performance. JSW and Bharti Airtel score high on Result Orientation, Performance

Excellence and Entrepreneurial dimens ions of Organizational Culture .

High quality exchange between leader and follower with open sharing of ideas; wide

information exchange results in trust and enhances innovative behaviour , Scott and Bruce,

1994; Isaken and Laver, 2002; transformational leaders orientation to innovation and the

intellectual stimulation they provide enhances followers innovativeness , Mumford et al,

2002

K V Kamath of ICICI Bank recognises the need to build talent. He has successfully

developed leaders who have taken on greater responsibility and themselves become leader of

leaders. Many of these are women - Chanda Kochhar, Shikha Sharma, Kalpana Morparia

and Vishaka Mulye. KV Kamath personally engages with the leaders of his organization and

challenges them on change. He is known to say You have been hands -on leader, now you

have to become hands- off, challenging them to think on how to include strategy and

thinking in their style.

Sunil Mittal is described by his team as having tremendous listening ability. Sunil makes

them feel special and valued. He does not hesitate to acknowledge what he does not

understand and is open to asking questions from others. He is curious, likes to experiment


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and constantly explores new business models, managerial practices. Employees on meeting

with Sunil feel invigorated and admit to having being impacted positively by Sunil Mittal.

Sajjan Jindal has un-quenching thirst for learning and has visited all major steel plants of the

world to learn the best practices followed there. He encourages his team to have the desire to

learn constantly. Once he and some of his executives had visited L&T and on return he asked

his team ...what did we learn from L&T and how can we use it in JSW for further

improvements.

KM Birla is known to always listen to the ideas of others. In meetings, he would ensure that

he gets to hear the view points of everybody. He also gives attention to the non verbal cues to

understand the emotions and the motivations of all who attend the meetings.

KV Kamath is known to pose challenges and provoke team; he displays strong intellectual

capabilities which not only is admired, but also inspires his team. His strong memory and

ability to connect the seemingly diverse information leads to his team preparing well and

being alert. Many of his team members commented that Mr. Kamath is a great learner and

picks up knowledge, information, ideas from anywhere and everywhere. He is known to

have met a bollywood film producer and applied what he learnt to ICICI business.

AM Naik would ask for presentations to be made not by the senior most person but by

managers who are 2-3 rungs lower in the organization hierarchy. He uses this to identify the

potential future leaders; and to them he gives challenging assignments. He constantly learns

from his interactions with people and constantly evaluates his performance. His team

comments Every area he worked as a leader he mastered that subject and acce pted it as a

challenge; he was a very good manufacturing man when he started his career; then he

understood he must know business; then he became a good marketing man; he understood all


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business, then he understood finance. AM Naik describes his learning style as My learning

is through interaction, introspection and practicing to improve fo r tomorrow.

Kiran Shaw, like other change maestros of the study, is extremely receptive to new ideas, is

highly innovation oriented. Her team highlighted that she constantly asks them for how to do

things differently. Instead of using reverse engineering she poses the challenge to make new

discoveries and innovate.

Damodaran challenged the teams at UTI and IDBI into developing a vision for their

respective organizations. He brought in experts to provide the stimulus and the direction to

the exercise. He is known to have brainstorming sessions with his team which allows for

them to think differently and creatively in a group and at organization level. He challenged

the team with questions like Can we do it differently? and Can we find out ways and

means to surmount the problems blocking the fettered performance? He encouraged his

team to re-examine the processes and if required, change them. This helped the team to think

different and provide innovative process changes.

Leaders efforts to use power, con formity pressure to induce innovativeness are likely to be

futile , Mumford et al., 2002

KM Birla is polite and never imposes any decision on the strength of his position. He has

refined his communication skills to a level where he does not require being loud to be

effective. Sajjan Jindal, likewise, is known to provide equal attention to all and does not use

power of his position to get compliance. He gets commitment from his team by empowering

them and supporting them. Kiran Shaws style of constantly chal lenging her team for

innovation is not accompanied with any bully behaviour but with her passion and belief in


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herself and her teams capabilities. The team members are allowed to pursue the problems of

their interest instead of being commanded to work on projects chosen by seniors.

AM Naik who is known to be a tough boss does not disrespect others and does not impose his

views; rather he leads from front. He exhibits tireless zeal for his work and puts in long

hours. Sunil Mittal has built a team of professional entrepreneurs and has empowered them;

he engages with them on strategic thinking and leaves the execution responsibility with them.

Simplicity of thinking and behaviour is a common trait of all the leaders covered. All leaders

covered in the study have strong humane perspective and provide respect to all team

members. Their organizations have diversity in the workforce and people from different

nationalities, culture work together without any prejudices.

Data Analysis

The Leaders Characteristics as obtained through the exploratory factor analysis by Singh

and Bhandarker, 2011 consist of a) Enabler, b) Excellence Seeker, c) Direction setter, d)

Visionary Strategist, e) Role Model, f) Credibility. The individual items that are grouped

into these factors are given in Annexure A. The variance explained by these factors, the

Eigen values and Cronbachs Alpha have been given in table 2. The factors explain close to

60% of the variance and all have Eigen values greater than 1; Cronbachs Alpha for these

factors meets the requirement of 0.7 or more to indicate statistical adequacy and scale

reliability (Nunnally, 1978).


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Table 2: Factors for Leaders Characteristics (Singh and Bhandarker, 2011)

The Organizational Culture of the organizat ions that are led by these leaders consist of the

factors a) Excellence centric, b) Stakeholders focus, c) Experimenting, d) Goal and

role clarity, e) Boundary -less communication, f) Centralization as given in table 3. The

Eigen values for the se are >1 and Cronbachs Alpha values are > 0.7 . The items which have

been grouped into these factors are listed in Annexure B. The factors explain 61% of

variance.

Table 3: Factors for Organizational Culture (Singh and Bhandarker, 2011)

The items which are closely related to organizational innovation are a) Nurturing

Innovation , b) Focus on Continuous Improvement , c) Openness to New Ideas , d)


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Entrepreneurial ; they are clubbed together in the factor of Excellence Cen tric . The other

items which are related to innovation through the support they provide include Tolerance to

Differences, Support for Risk- taking, Empowerment and D elegation are clubbed together

in the factor Stakeholders Focus.

The factors Enabler, Visionary Strategist and Direction Setter consist of items which are

similar to the leaders characteristic described in the themes covered earlier in this paper.

These are is open to new ideas, has empowering and supporting attitude as part of

Enabler; is innovative and creative, is entrepreneurial, is a visionary as part of

Visionary Strategist; provides a sense of clear direction as part of Direction Setter.

The inter-correlations among the factors given in table 4 show that there is high and

significant correlation of Excellence Centric factor of Organizational Culture with

Visionary Strategist(0.592), Excellence Seeker(0.535), Enabler(0.504) and Direction

Setter(0.478) factors of Leaders Characteristics. Simil ar high and significant correlations

were observed for Experimenting factor with Enabler(0.534), Visionary

Strategist(0.451) and for Stakeholders Focus with Enabler(0.582) and Visionary

Strategist (0.452). This indicates that Leaders Characteristics is related to Organizational

Culture and Organizational Innovation.


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Table 4: Means, SD, Inter- Correlations among the factors for Leaders Characteristics and Organizational Culture (Singh and Bhandarker,

2011)

N= 525; * significant at 0.05 level ; ** significant at 0.01 level


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Conceptual Model

Basis the discussion of the literature on the subjects of leadership and innovation and the

study of leaders characteristics and organizational culture in Indian context done by

Singh and Bhandarker, 2011 a conceptual model is being presented in figure 1.

Figure 1 : Conceptual Model : Impact of Leaders Characteristics and Organizational

Culture on Individual Creativity and Organizational Innovation.

Basis the discussion of the literature on the subjects of leadership and innovation and the

study of leaders characteristics and organizational culture in Indian context done by

Singh and Bhandarker, 2011 a conceptual model is being presented in figure 1.

The relatio nship between Leaders characteristics and Organizational Culture has been

studied and established by the study conducted described earlier in this paper.

The relation that these have on Individual Creativity and Organizational Innovation has

been implied in the themes obtained from the literature review. The empirical substantiation

of the same in Indian Business context is possibly an area of further research.

Conclusion

The paper establishes that the themes obtained from earlier research conducted in developed

economies to study the impact that Leaders Characteristics have on Individual Creativity

Leaders Characteristics

Organizational Culture

Individual Creativity

Organizational Innovation


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and Organizational Innovation are applicable in Indian context. There are both qualitative

data with rich information and quantitatively verified support to this. The model which has

been proposed includes this and builds upon further to provide understanding on how the

various construct impact Organizational Innovation, which is important for both

academicians and practicing managers.

References

Major reference: In Search of Change Maestros (2011), Singh, P., Bhandarker, A., Sage

Others

Amabile, T.M. (1983), The social psychology of creativity: A componentialconceptualization, Journal of Personality & Social Psychology, Vol. 45, pp. 357 -376

Amabile, T.M. (1998), "How to kill creativity", Harvard Business Review, September-

October, pp. 77-87.

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Appendix A : Rotated Component Matrix of Leaders Characterisitcs


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Appendix A : Rotated Component Matrix of Leaders Characteristics (contd.)


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Appendix B : Rotated Component Matrix of Organizational Culture


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Appendix B : Rotated Component Matrix of Organizational Culture (contd.)

influence of leadership on innovation indian case studies

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