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Innovative Leadership

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Abstract

Innovative leadership

For purposes of this research and the innovative proposal made thereof, the organization for which the problem is reframed is Cosentino S.A., the building material company based in Almeria, Spain. In this research exercise, the problem that will need reframing is identified. This is then followed by supporting rationale leading to the identified problem. Possible barriers to reframing the problem are identified and the strategies to implementing the proposed solution are developed. A critique of the leadership theories needed to support the innovation is given. This is then followed by the identification of the core values in support of this position. Last but not the least, an innovative framework for the reframed problem is developed. That said this research progresses as follows.

Problem identification

Apparently, the problem with this organization was that of its inability to attract and retain talented employees. Obviously, this is a problem which could affect the competitive advantage of the organization while at the same time affecting its bottom line. It is this problem that will be reframed into an innovative opportunity as proposed in this research.

The primary reason for reframing a problem is to help identify an innovative opportunities while at the same time contemplating what is on offer. Apparently, there are several ways to reframe this issue so as to come up with an innovative solution for the company. The following techniques of reframing a problem are discussed as follows.

One of the techniques of reframing this company's problem of inability to attract and retain talented employees, is by rethinking the problem. The question here is how could the company attract talented employees while at the same time retain those that it already have? Well, answer lies with brainstorming. This is the so because "the answers are baked into the question at hand" (Dorst, 2015). During the brainstorming session, it is important to reframe the question so that it could be in line with the objective of the solutions to be found. In other words, it is important to refocus the question so that it help with changing the lens of those brainstorming.

The second technique of reframing this issue is to still to "brainstorm but brainstorm bad ideas" (Bolman, & Deal, 2013). This means that those brainstorming are pushed beyond coming up with obvious solutions, which may otherwise not produce the best solution to the issue at hand. In other words, brainstorming bad ideas gives the opportunity to identify how they can be turned into good ideas.

Another way to reframe an issue is to unpack the assumptions or perceived rules that are contributing to the issue at hand. After making a list of all the possible assumptions on the industry, it will be time to think how to do the opposite. Such an exercise improves the creativity of those brainstorming and might lead to some great solutions to the issue.

Supporting rationale leading to problem identification

Apparently, the term disruption could be taken to mean to cause disturbance, interference, confusion, delay, stoppage, or obstruction. On the other hand, the term sustain could be taken to mean to suffer or undergo unpleasant experience especially an injury.

Given these two distinguishing definitions of terms, it is obvious that the issue or problem of Cosentino S.A. not being able to attract and retain talented employees is disruptive in nature. Essentially, the challenge of a company not being able to attract and retain talented employees has a "negative effect on the overall productivity of that firm" (Sarhadi, 2017). Also when a firm is unable to retain talented employees, this may translate to high employee turnover, an issue which will obviously affect the overall productivity of that company. It should be understood up front that employees are the backbone of any business. So, high employee turnover especially when those employees are the talented ones is a bad thing because such employees are highly likely to be absorbed by the competition, a factor which weakens further the competitive edge of the firm in question.

The inability to attract and retain talented employees is a disruptive problem because it eventually leads to stoppage of production altogether. Companies rely in talented employees to boost the productivity of the firm. so, when such an employee is no longer there, it means that work that was being done by such an individual will either be delayed until a replacement has been found or stopped altogether if no replacement is not found. When this happens then the company will not be able to produce what is required to either keep up with demand or it will go out of business.

Possible barriers and strategies implementing proposal

Apparently, one the potential obstacles in reframing the organization's problem is the possibility of reacting impulsively. This is a potential obstacle because generally, human beings have an instinctive mentality to act fast so as to solve the problem at hand. This is to say that we might tend to pinpoint obvious yet superficial factors, which means that there is a high possibility to fail in reviewing some influential factors. This is also to say that there is a possibility of addressing the symptoms of the problem when the right approach should be to understand the situation at hand before attempting to find a solution to it. This urge to react impulsively might be a huge obstacle because good innovative solution requires a deep understanding of the problem. In this regard, it will take restraint and insight to avoid impulsive reaction.

The other potential problem to reframing this problem is that "egos might get in the way of finding innovative solution" (Carlson, 1996). When individuals focus on themselves, their egos, and asserting themselves over others, this means they will face issues working together as a productive group. In this regard, perhaps the best practice is to allow every team player to present their views feelings, experiences, and thoughts so that there is a more holistic approach to the problem at hand. This is to say that individuals should not allow their egos to get in the way of solving the problem at hand.

Another potential obstacle is groupthink. This is a situation where the "desire for conformity will lead to a dysfunctional outcome in decision making" (Bolman, 2003). In other words, groupthink is dangers in reframing a problem because it means an innovative solution will not be created. Perhaps the best practice is to for team managers to create a safe environment where those brainstorming can freely express themselves without developing the feeling that they are targeted.

Critique of leadership theories needed in support of the innovation

This section regards the application of leadership theories discussed in this unit to reframing the organizational problem. In fact, this is a critique of the leadership theories needed to support the innovative proposal for the identified problem. There is identification and discussion of the pros and cons of each of those leadership theories. That said this section proceeds as follows.

In the course of this research the leadership theories identified in support of the innovation include the transactional leadership theory, the transformational leadership theory, the contingency theory, and the participative leadership theory.

In applying transformational leadership in reframing the identified organization's problem the researcher would start off with encouraging creativity among the team members. By doing so, the researcher would have fostered innovation through challenging assumption what can and cannot be accomplished. The researcher would also provide support and resources at my disposal while at the same time removing barriers to change. Besides being a role model, the researcher would also guide, motivate, and inspire team members to be the best and produce the best based on their abilities.

One of the benefits of transformative leadership theory is that it allows for a quick formulation of vision. In fact, it assess the current situation of an organization and formulates a vision that would guarantee growth and improvement of the prevailing situation. Equally, this theory promotes enthusiasm that drives the change that organization needs. The disadvantages of this theory is that it can face challenges regarding details of the prevailing problem. Unless transformational leaders get help from detail oriented individuals, they may find themselves "struggling with details at some point" (Bass, & Riggio, 2006).

Transactional leadership theory focuses on supervision of the followers and that the performance of the organization is based on rewards and punishment of those followers. The system of reward and punishment ensures that followers are motivated in the short run. In applying this theory of leadership, the researcher would be practical by focusing on the efficiency of procedures to ensure smooth running of the organization. To do so, the researcher will endeavor to take responsibility for what the followers do. Also, the researcher will endeavor to be open to alternative options given the situations of the organization.

One of the benefits of transactional theory of leadership is that it works effectively in removing uncertainty and doubt from projects of an organization. Besides, the theory focuses on rewarding subordinates to follow instructions to achieve efficiency in production. The problem with this theory of leadership is that it focuses on short term goals. Besides, "not every subordinate is motivated through the reward and punishment system" (Winkler, 2010).

(Further research is needed)

Organizational core values to support position

(Further research is needed)

Innovative framework of problem

(Further research is needed)

References

Bass, B. M., & Riggio, R. E. (2006). Transformation leadership. Mahwah, N.J: L. Erlbaum Associates.

Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice, and leadership

Bolman, L. G. (2003). Reframing Organizations. New York: John Wiley & Sons, Ltd.

Carlson, R. V. (1996). Reframing & reform: Perspectives on organization, leadership, and school change. White Plains, NY: Longman.

Dorst, K. (2015). Frame innovation: Create new thinking by design.

Winkler, I. (2010). Contemporary leadership theories: Enhancing the understanding of the complexity, subjectivity and dynamic of leadership. Heidelberg: Physica-Verlag.