Assessing the Relationship between Leadership and Innovation by Cochran, James Paul

Assessing the Relationship between Leadership and Innovation by Cochran, James Paul

By Cochran, James Paul

Rfile style Dissertation/Thesis
Dissertation/thesis quantity 3621737
ProQuest record identification 1545888111

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The culture of an organization can also facilitate or hamper innovation through its shared values, beliefs, and norms. According to social-cognitive theory, individuals engage in actions and behaviors that they perceive will result in desirable outcomes (Miller & Brickman, 2004). The expected outcomes provide the incentive for taking the action. The greater the incentive and expectation of the outcome taking place, the greater the motivation will be for attaining the goal. Leadership and organizational performance.

The practice of promoting an environment where improvement, adaptation, and invention are encouraged and rewarded (Ailin & Lindgren, 2008) lent itself to comparative analysis by citing successes in private sector research as a baseline for further study within the framework of public organizations. A lack of empirical research has led to potentially inaccurate stereotypes regarding the distinctions between public and private organizations (Rainey & Bozeman, 18 2000). Private organizations are regarded as being inherently superior in effectiveness and efficiency to public bureaucracies.

Organizational performance is most often characterized and measured as the success or failure of an organization to achieve bottom line financial results such as shareholder value creation and return on investment (Samad, 2012). Thus, for the purposes of the current study, organizational performance was defined simply as the ability of the organization to accomplish its mission. Assumptions, Limitations, Delimitations The following assumptions were present in this study: 1. The underlying assumption of the current study was that leadership is a significant contributing factor to the success of an organization.

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