There is significant evidence a participative
and interactive leadership style promotes innovation
Availability of change agents promotes
innovation - internal or external individuals willing and able to
drive innovation. This factor is particularly important if
your organisation positively encourages such behaviour
Willingness to change - tolerance of
ambiguity and uncertainty in the business environment ensures your
organisation is receptive to innovation. Conversely, "Selective
perception" - the tendency to respond to possibilities within
an established outlook will inhibit innovation.
Centralisation inhibits initiation of
innovation but may help implementation of innovation. Formalisation
generally inhibits innovation, although a formal mandate to innovate
may stimulate innovation.
Complex structure is positively related
to initiation of innovation, but negatively related to implementation
Investment inertia: "sunk costs"
can inhibit innovation, "too much invested to quit"
Clearly defined vision and climate of excellence -
promotes quality of innovation
Culture fostering perception of safety by individuals,
(i.e. expectation and/or acceptability to challenge status quo)
Established norms for innovation - promotes quantity