INNOVATIVE LEADERSHIP AS AN EFFECTIVE TOOL OF ACHIEVING ORGANIZATIONAL GOALS
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INNOVATIVE LEADERSHIP AS AN EFFECTIVE TOOL OF ACHIEVING ORGANIZATIONAL GOALS
Chapter one
INTRODUCTION
1.1 Background of the Study
Innovative leadership is a key component of an effective instrument for accomplishing organisational goals. Subordinates cannot be properly managed unless the requisite leadership attitudes and skills are developed. From a managerial perspective, innovative leadership is the process of persuading others to achieve goals (Agarwal cited in Yalokwu 2006).
Employees can be encouraged to contribute their full potential to the attainment of organisational goals through innovative leadership in a less intimidating and acceptable manner.
Innovative leadership is simply the skill of persuading people to direct their will, abilities, and efforts towards the attainment of a leader’s objectives. In the context of organisations, innovative leadership entails directing individual and group effort towards the optimal achievement of organisational goals.
The human relations movement, which began with Hawthorne’s studies in the early 1930s, emphasised the importance of employee motivation and group norms in achieving organisational goals. This led to the identification of leadership effectiveness as a valuable instrument for accomplishing organisational goals.
Managers in leadership positions have the ability to excite and inspire people to contribute voluntarily, cooperatively, and enthusiastically to the optimal attainment of organisational goals.
Innovative leadership guides the efforts of all employees in achieving organisational goals. As a result, innovative leadership is critical to an organization’s success.
Every person has ambitions and objectives for his or her own development, progress, or future success. Unfortunately, having ambitions and goals is not enough. To improve them, we must take real measures and actions, which require a variety of information, skills, and talent.
Similarly, in order to achieve high levels of long-term success and sustainability, organisations must take real initiatives. When discussing these practical measures for organisations, scholars and researchers agree that organisations must accept, adopt, and execute goals in their business models based on trends, technology, customer preferences, and future concerns.
Many authors have written extensively on this field. On the one hand, organisational goals are a time commitment required to maintain organisational success (Caetano, 1999).
Boston, on the other hand, believes that organisational goals are critical for an organization’s long-term viability and performance. Organisations risk losing their reputation and market share if they do not prepare for fast changing aims, circumstances, and situations (Boston, 2000).
Scholars and researchers also agree that innovative leadership is critical when managing organisations or addressing issues related to organisational goals. Innovative leadership is critical in the context of organisational goals, and a good leader may bring about innovative change in an organisation (Kennedy 2000).
Senior and Fleming explore the importance of leadership in their book “Organisational Goals” and suggest that a leader is a goal agent who can take initiative and introduce objectives to the organisation.
Knowing the importance and implications of organisational goals, as well as admitting that organisational goals are the demand of the time, is critical for long-term success, and leaders/leadership can play a pivotal role in formulating and implementing these goals by determining the desired form of an organisation and taking the practical steps required for the process.
The next apparent issue is, “What type of leadership is required for innovative organisational goals?” The authors agree and admit that a leader’s position is critical for managing organisational goals, but it is also exceedingly complex and demanding.
The problem requires professional and inventive leadership. According to Gruban (2003), leadership qualities have a strong correlation with effective organisational goals, and a competent leader may be more imaginative in managing the goal process successfully.
Bennis (1987) also recognises the unique talents and attributes necessary of a leader to achieve effective organisational goals.
1.2 Statement of the Problem
Effective leadership is, without a question, a necessary component in every result-oriented organisation. Hicks and Gullet (1976), as cited in Peretomode and Peretomode (2005) in their work Human Resource Management, supported this view by stating that a successful, result-oriented organisation has a major attribute that distinguishes it from an unsuccessful organisation, which is dynamic and effective leadership, also known as resourceful leadership.
Organisational performance is thus tied to the quality of its leaders. However, several elements can undermine a strong leader’s efforts, making him appear ineffective and inefficient. A leader’s performance is heavily influenced by the internal and external environments in which he operates.
While an averagely competent leader in a fair environment may perform admirably, a better leader in a very difficult environment may perform poorly, particularly if given insufficient time to understand the environment and identify the organization’s major constraints, weaknesses, and strengths.
This complicates the process of identifying good leaders in various business domains and their leadership qualities. This research aims to look critically into this and propose methods to reduce the number of problems that may occur as a result of the inability to recognise competent leaders.
1.3 GOALS OF THE STUDY
1. The study’s purpose is to analyse the impact of innovative leadership on organisational goals.
2. To investigate the effectiveness of innovative leadership in accomplishing organisational goals.
3. Examine the effective tools required to achieve organisational goals.
4. To investigate the relationship between innovative leadership and effective management.
5. To give acceptable suggestions.
1.4 RESEARCH QUESTIONS.
1. Is there a correlation between innovative leadership and organisational goals?
2. Does innovative leadership affect teamwork?
3. Is there a correlation between inventive leadership and effective management?
4. Is innovative leadership result-oriented?
1.5 Research Hypotheses
The hypotheses are stated as follows:
1. H0: There is no association between innovative leadership and the establishment of
Organisational aims.
H1: There is a link between innovative leadership and the establishment of organisational goals.
2. Hypothesis: Teamwork is not influenced by innovative leadership.
H1: Innovative leadership improves teamwork.
3. Hypothesis 0: There is no association between innovative leadership and good
management.
H1: There is a strong link between innovative leadership and effective management.
4. H0: Innovative leadership is not result-oriented.
H1: Innovative leadership is results-oriented.
1.6 Significance of the Study
The findings of this study will provide a foundation for explaining the importance, usefulness, and impact of innovative leadership on any particular organisation.
The findings will be valuable to leaders in both public and private organisations, as well as government officials and policymakers, in determining how to manage organisations in order to fulfil the organization’s objectives. The outcomes of this study will aid other researchers in their studies of innovative leadership and its effects on organisational goals.
1.7 Scope of the Study
A study of this sort, which focuses on innovative leadership as an effective instrument for accomplishing organisational goals, will only look at a certain sector.
This work would have covered the entire state of Lagos, but due to time constraints, a lack of literature, and other relevant material on the issue, it will only examine the Lagos State Ministry of Works and Infrastructure as a case study.
1.8 Limitations of the Study
The study encountered the following issues during the project:
i. Fear on the part of subordinate personnel to release necessary data.
ii. Unable to contact senior personnel in order to obtain data that junior staff cannot retrieve.
iii. Time and money are undoubtedly restraints for every endeavour, and this one is no exception.
1.9 Definition of Terms
The terms utilised in this study are:
INNOVATION: Is broadly defined as the successful introduction of a superior product or method. It is the embodiment, combining, or synthesis of information into unique, valuable new goods, processes, or services.
LEADERSHIP: is simply the skill of persuading people to devote their will, abilities, and efforts to achieving a leader’s purpose.
ORGANISATION: The term organisation is fairly wide and can be defined in a variety of ways. Traditionally, an organisation is an intentionally structured social unit made up of a team or a group of people who collaborate on a continual basis for the benefit of the organisation in order to achieve its targets and goals.
TOOL: Something that helps you do your job, reach your goals, or relate to individuals, team-level evaluations, and private enterprises ranging from small to huge.
EFFECTIVE: Obtaining the desired or required outcome for success.
GOALS: An organization’s ability to attain specific goals or targets.
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