Effectiveness of Innovation Leadership Styles: A Manager’s Influence on Ecological Innovation in Construction Projects
This article presents four basic innovation leadership styles: charismatic, instrumental, strategic and interactive innovation leadership. The leadership styles and their characteristics relate to process and product innovations in construction projects. A theoretical framework - which synthesizes these relations enables explorative research into the effects of leadership on organizational innovativeness. Four case studies, observing the same manager in four comparable projects, explore the effects of each leadership style on a construction project’s innovativeness in ecological terms. On an analytical level the case study explorations indicate that a manager’s consistent performance of a leadership style stimulates the project’s ecological innovativeness when the manager also injects the project with ecological information, knowledge and competence. It also indicates that a manager’s consistent performance of a leadership style, without an injection of information, knowledge and competence in the project, doesn’t stimulate the project’s ecological innovativeness.
|Date of creation:||2004|
|Date of revision:|
|Contact details of provider:|| Web page: http://www.feweb.vu.nl|
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- J. Cunningham, 1997. "Case study principles for different types of cases," Quality & Quantity: International Journal of Methodology, Springer, vol. 31(4), pages 401-423, November.
- C. H. Nam & C. B. Tatum, 1997. "Leaders and champions for construction innovation," Construction Management and Economics, Taylor & Francis Journals, vol. 15(3), pages 259-270.
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