Transformative Leadership Creates the Conditions for Innovation-Professor Su Maddock

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The presentation is from Professor Su Maddock , Honourary Fellow, MBS Institute for Innovation Research, from the just concluded African Round Table & Conference on Corporate Sustainability and Responsibility (AR-CSR™), which held in Tinapa Business Resort, Calabar, Cross River State between 20 to 21 June, 2013. Organised by ThistlePraxis Consulting Limited

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Transformative Leadership Creates the Conditions for Innovation-Professor Su Maddock

  1. 1. Professor Su Maddock Transformative Leadership creates the conditions for innovation. The African conference on corporate sustainability and responsibility June 20-21st 2013 Calabar Su Maddock June 20-21st 2013
  2. 2. Su Maddock Calabar June 2013 Sustainability and social innovation tend to be are driven by innovators who have a desire to solve problems Innovation examples: system innovation to tackle waste, pollution, crime, service innovations in care, product innovation & technological innovation Not all innovation is underpinned by social values, financial innovations caused the ‘crash’ Making connections between good governance, transformative leadership, and the conditions for both social Innovation and sustainability
  3. 3. Innovation Journeys Innovation does follow a common path and an inquiring mind as well as an entrepreneurial spirit is key.. Su Maddock Helsinki May 2013 Most innovation depends on collaboration, the WWW was born because technicians collaborated. Innovation spreads where it is welcome – it is a viral process.
  4. 4. Innovation As Innovation travels where innovators have the opportunity to connect and collaborate Current interventions to stimulate innovation include: • Social Media and digital connections • Pilots, Hubs & Incubators, Mind Labs • Demand through procurement, prizes etc • Innovative leadership building open systems • Reward innovation, incentives • Local innovation strategies • eco-systems . • Su Maddock 2013 The task of public leaders is to bridge the growing number of innovators and entrepreneurs with more responsive and open government – there are transformational leaders but they face resistance and powerful obstacles - which are not only personal but conceptual, cultural, gendered and systemic within public institutions.
  5. 5. The obstacles – Innovation Policy assumptions • The way we think and the models we use make a difference to the way governments and companies intervene. • International innovation policies tend to assume that the market and competition will automatically lead to innovation and growth. When research shows that Collaboration is as important to sustaining innovation as is ‘competition’ • They assume linear model of transfer and a ‘one sized fits all model. • Elinor Olstrom, (Nobel Prize and innovator in economics ) believed classical economic models to be inappropriate for innovation, because they make no reference to people’s capabilities to organise which she believed underpin the conditions for innovation. • Yet, innovation policies rarely refer to leadership or people’s capacities believing the market &/or structural reform will automatically result in innovation. Su Maddock Helsinki May 2013
  6. 6. Obstacles: public sector management When senior civil servants such as Sir Gus O’Donnell, Head of the Civil Service 2006- 2010 UK We are going to have to innovate, to tackle the challenges we face.’ and The ‘command and control’ management model not flexible enough to stimulate or capture innovation. Public administration transformation is serious and that senior public leadership has to change WHY LEADERSHIP MATTERS The biggest challenge is developing the leadership capabilities to transform public organisations and practices. Kosonen (2008) who turned NOKIA around said successful leaders inspire staff and transform practices and incentives thereby also changing behaviours and cultures Su Maddock Helsinki May 2013
  7. 7. Obstacles: politicians and transactional managers But this is not a reason for defending old practices which undermine creativity and reinforce compliance that results in poor productivity. Service innovation in particular requires responsive staff and there is a bargain to be stuck between staff being more flexible and corporate responsibilities. . Su Maddock 2013 Developing a willingness to collaborate and inter-agency working necessary for innovation can be difficult when politicians have unrealistic expectations and seek • Efficiencies • Savings • service innovation • Business growth • Solutions to major challenges • From same intervention
  8. 8. Transformative leadership – agents for change Transformative leaders this rare breed in government tend to have a faith in people’s capacities. they • Orchestrate rather than control • Challenge and are not frightened of conflict • take risks on grounds of longer-term results • Seek out innovators and create space for them • Accept the messiness of early innovation • Make corporate changes to support innovation • Manage up as well as down • To align policy with new practices Su Maddock Helsinki May 2013 The leadership role is to •Transform practices and systems • Identify where innovation required • think wider systems and create opportunities for exchange between business, services and local enterprises. •stimulate supply chains • get closer to universities • Have a better story for staff to engage them in change • reward innovation
  9. 9. Place Based Innovation Some cities led by transformative leaders are developing innovation strategies and investing in local people, digital and live connectivity and knowledge exchange • Locality leadership is becoming more transformative in the UK . • Many transformative public sector leaders are women. • Examples are listed in my paper. • Karen McLusky reduced knife crime in Glasgow by 40% Su Maddock 2013
  10. 10. Obstacles: Male gender cultures • Transformative leaders are often thwarted by patriarchal cultures: • Gender diversity at the top matters because it sets the tone and sends messages of how far staff can develop new relationships and networks. • Cultures that undervalue women as transformative leaders are undermining their on growth and well-being. • Mckinseys [2008] recognise that male cultures have become a problem for business generally & advocate ‘People centred leadership’, Unfortunately, Male cultures permeate the higher echelons of most political elites Many politicians and CNN talk about women being • the key to the future and Inspirational • This is rhetoric – rarely do women appear in the media as strategic leaders. • Women are invisible in innovation research in HE • This is problematic !!!!! Su 2013
  11. 11. Solutions – support better governance Those countries with highest levels of innovation are countries where women have most political status e.g. Iceland, Denmark, Finland and Sweden, followed by. Canada, New Zealand and Singapore Better governance is unlikely to emerge if political elites ignore the transformative leaders most committed to social innovation WOMEN. Su Maddock Helsinki May 2013
  12. 12. Thanks for listening I can be reached on Su.maddock@mbs.ac.uk Twitter feed @sumaddock Skype Sumaddock Publications google SuMaddock or www.mbs.ac.uk/MIOIR/ Su Maddock 2013

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