PART I: LEADERS CREATE THE WILLINGNESS TO INNOVATE
In the first three chapters, we presented the main findings from our decade of studying leadership in innovative organizations. We said that effective leadership is a key difference between firms that could innovate again and again and firms that rarely innovated at all. We said that innovation is so difficult because it embodies basic paradoxes that produce ongoing tension. Balancing and managing those tensions is at the heart of the challenge of leading innovation. And we pointed out how leading innovation requires leaders to rethink their roles and responsibilities.
The chief difference we've observed is that the best leaders of innovation don't see their role as that of conjuring up a ...
Get Collective Genius now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
