Relación entre estilos de liderazgo e innovación corporativa

Juan Vicente García Manjón

Resumen


El liderazgo y la innovación están estrechamente vinculados en una relación que se nutre mutuamente. Hoy en día, la innovación garantiza la competitividad y la supervivencia corporativa, y el liderazgo debe ser el motor del cambio y la innovación. El artículo analiza la relación entre liderazgo e innovación, y el papel clave del liderazgo para desarrollar un desempeño innovador. El estudio de los diferentes estilos de liderazgo muestra efectos diferentes en el desempeño innovador a nivel corporativo.

El análisis ilustra el impacto limitado de los estilos de liderazgo administrativo, de gestión y transaccional en el desempeño de la innovación, mientras que los enfoques participativos e interactivos parecen generar resultados más positivos en términos de resultados innovadores. Finalmente, el artículo se centra en los estilos carismáticos y transformacionales, que están vinculados a la alta motivación de los empleados y a altas tasas de innovación corporativa; y el estilo estratégico que vincula la innovación con la


Palabras clave


innovación; liderazgo; liderazgo transaccional; liderazgo interactivo; liderazgo transformacional; liderazgo estratégico

Texto completo:

PDF           Cómo citar un elemento

Referencias


Amabile, T. M. (1997): “Motivating creativity in organizations: On doing what you love and loving what you do”, California management review, 40(1), pp. 39–58.

Amabile, T. M., Schatzel, E. A., Moneta, G. B., y Kramer, S. J. (2004): “Leader behaviors and the work environment for creativity: Perceived leader support”, The Leadership Quarterly, 15(1), pp. 5–32.

Avolio, B. J. (1999): Full leadership development: Building the vital forces in organizations, Nueva York, Sage Publishing

Barsh, J., Capozzi, M. M., and Davidson, J. (2008): ”Leadership and innovation”, McKinsey Quarterly, 1, p. 36-47.

Bass, B. M. (1985): Leadership and performance beyond expectations, Nueva York, Collier Macmillan

Bass, B. M. (1999): “Two decades of research and development in transformational leadership”, European journal of work and organizational psychology, 8(1), pp. 9–32.

Bass, B. M. (2007): “Executive and Strategic Leadership”, International Journal of Business, 12(1), pp. 34-52

Bass, B. M., and Avolio, B. J. (1994): Improving organizational effectiveness through transformational leadership, Nueva York, Sage Publishing

Bass, B. M., y Stogdill, R. M. (1990): Bass & Stogdill’s handbook of leadership: Theory, research, and managerial applications, Nueva York, Simon and Schuster

Bass, B. M., Valenzi, E. R., Farrow, D. L., y Solomon, R. J. (1975): ”Management styles associated with organizational, task, personal, and interpersonal contingencies”, Journal of Applied psychology, 60(6), p. 720-729.

Basu, R., and Green, S. G. (1997): “Leader?member exchange and transformational leadership: an empirical examination of innovative behaviors in leader?member

dyads”, Journal of applied social psychology, 27(6), pp. 477-499.

Bennis, W., y Nanus, B. (1985): The strategies for taking charge. Leaders, Nueva York, Harper & Row

Bossink, B. A. (2004): “Effectiveness of innovation leadership styles: a manager’s influence on ecological innovation in construction projects”, Construction Innovation, 4(4), pp. 211–228.

Bossink, B. A. (2007): “Leadership for sustainable innovation”, International Journal of Technology Management & Sustainable Development, 6(2), pp. 135–149.

Burns, J. M. (1978): Leadership, Nueva York, Harper & Row

Burpitt, W. J., y Bigoness, W. J. (1997): “Leadership and innovation among teams: The impact of empowerment”, Small group research, 28(3), pp. 414–423.

Bycio, P., Hackett, R. D., y Allen, J. S. (1995): “Further assessments of Bass’s (1985) conceptualization of transactional and transformational leadership”, Journal of

applied psychology, 80(4), pp. 468-478.

Calantone, R. J., Cavusgil, S. T., y Zhao, Y. (2002): “Learning orientation, firm innovation capability, and firm performance”, Industrial marketing management, 31(6), 515-524.

Church, A. H., y Waclawski, J. (1998): ”The relationship between individual personality orientation and executive leadership behavior”, Journal of Occupational and Organizational Psychology, 71(2), pp. 99-125.

Cohen, W. M., y Levinthal, D. A. (1990): “Absorptive capacity: A new perspective on learning and innovation”, Administrative science quarterly, 35(1), pp. 128-152.

Conger, J. A., y Kanungo, R. N. (1987): “Toward a behavioral theory of charismatic leadership in organizational settings”, Academy of management review, 12(4), pp. 637–647.

Cooper, A. C., y Schendel, D. (1976): “Strategic responses to technological threats”, Business horizons, 19(1), pp. 61–69.

Deci, E. L., y Ryan, R. M. (1987): “The support of autonomy and the control of behavior”, Journal of personality and social psychology, 53(6), pp. 1024-1037.

Den Hartog, D. N., Van Muijen, J. J., y Koopman, P. L. (1996): “Linking transformational leadership and organizational culture”, Journal of leadership studies, 3(4), pp. 68–83.

Denti, L., y Hemlin, S. (2012): “Leadership and innovation in organizations: A systematic review of factors that mediate or moderate the relationship”, International Journal of Innovation Management, 16(03), 1240007.

Dirks, K. T., y Ferrin, D. L. (2002): “Trust in leadership: Meta-analytic findings and implications

for research and practice”, Journal of applied psychology, 87(4), pp. 611-628.

Dosi, G. (1982): “Technological paradigms and technological trajectories: a suggested interpretation of the determinants and directions of technical change”, Research policy, 11(3), pp. 147-162.

Drucker, P. F. (1985): “The discipline of innovation”, Harvard business review, 63(3), pp. 67–72.

Eisenbach, R., Watson, K., y Pillai, R. (1999): Transformational leadership in the context of organizational change”, Journal of organizational change management, 12(2), pp. 80–89.

Eisenbeiss, S. A., van Knippenberg, D., y Boerner, S. (2008): “Transformational leader ship and team innovation: integrating team climate principles”, Journal of applied psychology, 93(6), p. 1438.

Elenkov, D. S., Judge, W., y Wright, P. (2005): “Strategic leadership and executive innovation influence: an international multi-cluster comparative study”, Strategic Management Journal, 26(7), pp. 665–682.

Fiedler, F. E. (1989): “The Effective Utilization of Intellectual Abilities and Job-relevant Knowledge in Group Performance: Cognitive Resource Theory and an Agenda for the Future”, Applied Psychology, 38(3), pp. 289–304.

Finkelstein, S., y Hambrick, D. C. (1996): Strategic leadership: Top executives and their effects on organizations, Nashville, South-Western Pub

Garcia-Morales, V. J., Matias-Reche, F., y Hurtado-Torres, N. (2008): “Influence of transformational leadership on organizational innovation and performance depending on

the level of organizational learning in the pharmaceutical sector”, Journal of Organizational Change Management, 21(2), pp. 188–212.

Gumusluo?lu, L., y Ilsev, A. (2009): “Transformational leadership and organizational innovation: the roles of internal and external support for innovation”, Journal of Product Innovation Management, 26(3), pp. 264–277.

Gunday, G., Ulusoy, G., Kilic, K., y Alpkan, L. (2011): “Effects of innovation types on firm performance”, International Journal of production economics, 133(2), pp. 662-676.

Halbesleben, J. R., Novicevic, M. M., Harvey, M. G., y Buckley, M. R. (2003): ”Awareness of temporal complexity in leadership of creativity and innovation: A competency-

based model”, The Leadership Quarterly, 14(4-5), pp. 433-454.

Hansen, C. D., y Kahnweiler, W. M. (1997): “Executive managers: cultural expectations through stories about work”, Journal of Applied Management Studies, 6(2), p. 117.

Hauschildt, J., y Kirchmann, E. (2001): “Teamwork for innovation–the ‘troika’of promotors”, R&D Management, 31(1), pp. 41–49.

Horth, D. M., y Vehar, J. (2015): Innovation: How leadership makes the difference, Nueva York, Center for Creative Leadership

House, R. J. (1977): A 1976 Theory of Charismatic Leadership. En Hunt, J. y L. L. Larson, L. (Eds.) Leadership: The cutting edge (pp. 189-207). Carbondale: Southern Illinois University.

Howell, J. M., and Avolio, B. J. (1993): “Transformational leadership, transactional leadership,

locus of control, and support for innovation: Key predictors of consolidatedbusiness-unit performance”, Journal of applied psychology, 78(6), p. 891-902.

Ireland, R. D., y Hitt, M. A. (1999): “Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership”, The Academy of Management Executive, 13(1), pp. 43–57.

James, K., y Lahti, K. (2011): “Organizational vision and system influences on employee inspiration and organizational performance”, Creativity and innovation management, 20(2), pp. 108–120.

Jansen, J. J. P., Vera, D., y Crossan, M. (2009): “Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism”, The Leadership Quarterly, 20(1), pp. 5-18.

Jiménez-Jiménez, D., y Sanz-Valle, R. (2011): “Innovation, organizational learning, and performance”, Journal of business research, 64(4), pp. 408-417.

Judge, T. A., y Bono, J. E. (2000): “Five-factor model of personality and transformational leadership”, Journal of applied psychology, 85(5), pp. 751-765.

Judge, T. A., Bono, J. E., Ilies, R., y Gerhardt, M. W. (2002): “Personality and leadership: a qualitative and quantitative review”, Journal of applied psychology, 87(4), pp. 765-780.

Jung, D. I., Chow, C., y Wu, A. (2003): “The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings”, The Leadership Quarterly, 14(4), pp. 525–544.

Jung, D. D., Wu, A., y Chow, C. W. (2008): “Towards understanding the direct and indirect effects of CEOs’ transformational leadership on firm innovation”, The Leadership Quarterly, 19(5), pp. 582–594.

Kahai, S. S., Sosik, J. J., y Avolio, B. J. (2003): “Effects of leadership style, anonymity, and rewards on creativity-relevant processes and outcomes in an electronic meeting

system context”, The Leadership Quarterly, 14(4), pp. 499–524.

Kam Sing Wong, S. (2013): “The role of management involvement in innovation”, Management Decision, 51(4), pp. 709–729.

Kanter, R. M. (1981): “The middle manager as innovator”, Harvard business review, 60(4), pp. 95–105.

Kanter, R. (1985): “Supporting innovation and venture development in established companies”, Journal of business venturing, 1(1), pp. 47–60.

Kearney, E., y Gebert, D. (2009): “Managing diversity and enhancing team outcomes: the promise of transformational leadership”, Journal of applied psychology, 94(1), pp. 77-89.

Keller, R. T. (1992): “Transformational leadership and the performance of research and development project groups”, Journal of management, 18(3), pp. 489–501.

Keller, R. T. (2006): “Transformational leadership, initiating structure, and substitutes for leadership: a longitudinal study of research and development project team performance”, Journal of applied psychology, 91(1), pp. 202-2010.

Keskin, H. (2006): “Market orientation, learning orientation, and innovation capabilities in SMEs: An extended model”, European Journal of innovation management, 9(4), pp. 396-417.

Kesting, P., Ulhøi, J. P., Song, L. J., y Niu, H. (2016): “The impact of leadership styles on innovation-a review”, Journal of Innovation Management, 3(4), pp. 22–41.

Kline, S. J., y Rosenberg, N. (1986): An overview of innovation. The positive sum strategy: Harnessing technology for economic growth, USA, The National Academy of Science

Koh, W. L., Steers, R. M., y Terborg, J. R. (1995): “The effects of transformational leadership

on teacher attitudes and student performance in Singapore”, Journal of organizational behavior, 16(4), (Wiley, USA) pp. 319–333.

Koont, H., y Weihrich, H. (1998): Administración. Una perspectiva global, México: Mc-Graw-Hill, México

Koopman, P. L., y Wierdsma, A. F. M. (1998). Participative management. Personnel psychology. En Drenth, P., Thierry, H., Willems, P. y Wolff,. (Eds). Handbook of work and

organizational psychology (pp. 297–324). Nueva York: Wiley.

Kotter, J. P. (1999): What leaders really do? USA, Harvard Business Press.

Krause, D. E. (2004): “Influence-based leadership as a determinant of the inclination to innovate and of innovation-related behaviors: An empirical investigation”, The leadership quarterly, 15(1), pp. 79-102.

Lumpkin, G. T., y Dess, G. G. (1996): “Clarifying the entrepreneurial orientation construct and linking it to performance”, Academy of management Review, 21(1), pp. 135-172.

Makri, M., y Scandura, T. A. (2010): “Exploring the effects of creative CEO leadership on innovation in high-technology firms”, The Leadership Quarterly, 21(1), pp. 75–88.

Manz, C. C., Bastien, D. T., Hostager, T. J., y Shapiro, G. L. (1989): “Leadership and innovation: A longitudinal process view”, Research on the management of innovation:

The Minnesota studies, pp. 613–636.

March, J. G. (1991): “Exploration and exploitation in organizational learning”, Organization science, 2(1), pp. 71–87.

McColl-Kennedy, J. R., y Anderson, R. D. (2002): “Impact of leadership style and emotions on subordinate performance”, The Leadership Quarterly, 13(5), pp. 545–559.

Michaelis, B., Stegmaier, R., y Sonntag, K. (2009): “Affective commitment to change and innovation implementation behavior: The role of charismatic leadership and employees’ trust in top management”, Journal of Change Management, 9(4), pp. 399–417.

Mumford, M. D., Scott, G. M., Gaddis, B., y Strange, J. M. (2002): “Leading creative people: Orchestrating expertise and relationships”, The Leadership Quarterly, 13(6),

pp. 705-750.

Nadler, D. A., y Tushman, M. L. (1990): “Beyond the charismatic leader: Leadership and organizational change”, California management review, 32(2), pp. 77–97.

Nam, C. H., y Tatum, C. B. (1997): “Leaders and champions for construction innovation”, Construction Management & Economics, 15(3), pp. 259–270.

Nam, C. H., y Tatum, C. B. (1989): “Toward understanding of product innovation process in construction”, Journal of Construction Engineering and Management, 115(4), pp.

–534.

Nemanich, L. A., y Vera, D. (2009): “Transformational leadership and ambidexterity in the context of an acquisition”, The Leadership Quarterly, 20(1), pp. 19–33.

Nicholls, J. (1994): “The strategic leadership star: A guiding light in delivering value to the customer”, Management Decision, 32(8), pp. 21-26.

Papadakis, V., y Bourantas, D. (1998): “The chief executive officer as corporate champion of technological innovation: an empirical investigation”, Technology Analysis &

Strategic Management, 10(1), pp. 89–110.

Patel, P., y Pavitt, K. (1994): “National innovation systems: why they are important, and how they might be measured and compared”, Economics of innovation and new technology, 3(1), pp. 77-95.

Paulsen, N., Maldonado, D., Callan, V. J., y Ayoko, O. (2009): “Charismatic leadership, change and innovation in an R&D organization”, Journal of Organizational Change

Management, 22(5), pp. 511–523.

Pieterse, A. N., Van Knippenberg, D., Schippers, M., y Stam, D. (2010): “ Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment”, Journal of Organizational Behavior, 31(4), pp. 609–623.

Podsakoff, P. M., MacKenzie, S. B., y Bommer, W. H. (1996): “Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction,

commitment, trust, and organizational citizen”, Journal of management, 22(2), pp. 259–298.

Robbins, S. P., y Coulter, M. A. (2013): Management, Boston , Pearson.

Rosener, J. B. (1990). Ways women lead, Harvard business review., 68(6), pp. 119–125.

Rowe, W. G. (2001): “Creating wealth in organizations: The role of strategic leadership”, Academy of Management Perspectives, 15(1), pp. 81-94.

Schumpeter, J. (1934): The theory of economic development, Cambridge, Harvard University Press.

Schumpeter, J. A. (1939): Business cycles: a theoretical, historical, and statistical analysis of the capitalist process, Nueva York, McGraw-Hill.

Schumpeter, J. (1942): Capitalism, socialism and democracy, Nueva York, Harper.

Shamir, B., House, R. J., y Arthur, M. B. (1993): “The motivational effects of charismatic leadership: A self-concept based theory”, Organization science, 4(4), pp. 577–594.

Shane, S. A., Venkataraman, S., y Macmillan, I. C. (1994): “The effects of cultural differences on new technology championing behavior within firms”, The Journal of High

Technology Management Research, 5(2), pp. 163–181.

Sharma, S., y Rai, A. (2003): “An assessment of the relationship between ISD leadership characteristics and IS innovation adoption in organizations”, Information & Management, 40(5), pp. 391-401.

Shin, S. J., y Zhou, J. (2003): “Transformational leadership, conservation, and creativity: Evidence from Korea”, Academy of management Journal, 46(6), pp. 703–714.

Somech, A. (2006): “The effects of leadership style and team process on performance and innovation in functionally heterogeneous teams”, Journal of management., 32(1), pp. 132–157.

Stogdill, R. M. (1974): Handbook of leadership: A survey of theory and research. USA, Free Press.

Tichy, N., and Devanna, M. (1986): Transformational leadership, Nueva York, Wiley.

Tierney, P., Farmer, S. M., y Graen, G. B. (1999): “An examination of leadership and employee creativity: The relevance of traits and relationships”, Personnel psychology, 52(3), pp. 591–620.

Waldman, D. A., y Atwater, L. E. (1994): “The nature of effective leadership and championing processes at different levels in a R&D hierarchy”, The Journal of High Technology

Management Research, 5(2), pp. 233-245.

Weber, M. (1947): The theory of economic and social organization, Nueva York, Oxford

University Press.

West, M. A., Borrill, C. S., Dawson, J. F., Brodbeck, F., Shapiro, D. A., y Haward, B. (2003): “Leadership clarity and team innovation in health care”, The Leadership

Quarterly, 14(4), pp. 393–410.

Yan, J. (2011): “An empirical examination of the interactive effects of goal orientation, participative leadership and task conflict on innovation in small business”, Journal of

Developmental Entrepreneurship, 16(03), pp. 393–408.

Yukl, G. (1999): “An evaluation of conceptual weaknesses in transformational and charismatic leadership theories”, The leadership quarterly, 10(2), pp. 285-305.

Yukl, G. A., y Becker, W. S. (2006): “Effective empowerment in organizations”, Organization

Management Journal, 3(3), pp. 210-231.

Zaleznik, A. (1977: “Managers and leaders: Are they different?”, Harvard Business Review, May-June, pp. 67-78.




DOI: http://dx.doi.org/10.33776/trabajo.v36i0.3654 ';



Licencia de Creative Commons
Este obra está bajo una licencia de Creative Commons Reconocimiento-NoComercial-CompartirIgual 4.0 Internacional.

 

I.S.S.N.: 2173-6812
Entidad editora: Universidad de Huelva. Servicio de Publicaciones
Licencia de uso: Creative Commons 4.0