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Organization Innovation and Servant Leadership

OrganizationInnovation and Servant Leadership

OrganizationInnovation and Servant Leadership

Theimportant role of innovations and servant leadership process withinan organization are decisive in technological advances and managementsuccesses, which in turn are primary drivers to the prosperity ofinstitutions in the otherwise highly competitive business environmentof the 21stcentury. According to Vaccaroetal.(2011), Porter’s model and David Treece framework both map thecompetitiveness of an organization as an essential parameter ofdetermining how successful it is relative to its rivals, and quotestechnology and management as inevitable tools for gaining competitiveadvantages.

Realistically,management is the major drive and source of innovation and creativityin an organization. Vaccaroetal.(2011) argued that it helps to model an atmosphere that is beneficialfor the renewal and development of an institution’s culture ofcreativity and innovation. Moreover, institutional management relieson how leaders promote and handle diversity in the workplace, and thedevelopment of successful structure of leadership that can sustainthe process of innovation (Rosing,2011).Simply put,the underlying principles of strategy, regardless of technology, orthe pace of change, are utterly vital in the presence of theleadership servant.

Choudhary,Akhtar &amp Zaheer (2013)asserted that the management has to understand how organizationalinnovation works in a wider and deeper dynamics and principles atplay. Furthermore, invention is only a solitary act in the mind ofone inspired person. Due to the current change in the economy, manysectors are changing rapidly, posing several challenges toorganizations environment, and that requires constant innovation forbusiness to succeed. Consequently, Vaccaro(2012)noted that the organizations must identify and make use of thecreative and innovative workforce available within the organizationto foresee its technology advances. That would help fit theorganization in what Porter and Treece termed as the worstcompetitive environment of the 21stcentury. With a servant leader who puts the interest of theorganization ahead of everything, it is possible to meet the businessgoals of innovation, successful management, and better rivalryadvantage in the market.


Choudhary,A. I., Akhtar, S. A., &amp Zaheer, A. (2013). Impact oftransformational and servant leadership on organizationalperformance: A comparative analysis.&nbspJournalof Business Ethics,&nbsp116(2),433-440.

Rosing,K., Frese, M., &amp Bausch, A. (2011). Explaining the heterogeneityof the leadership-innovation relationship: Ambidextrousleadership.&nbspTheLeadership Quarterly,&nbsp22(5),956-974.

Vaccaro,I. G., Jansen, J. J., Van Den Bosch, F. A., &amp Volberda, H. W.(2012). Management innovation and leadership: The moderating role oforganizational size.&nbspJournalof Management Studies,&nbsp49(1),28-51.