This weeks Briefings: Why introverts rarely emerge as leaders and The conditions for open innovation

Research Briefing
This weeks Briefings: Why introverts rarely emerge as leaders and The conditions for open innovation
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This Week’s Research Briefings

This week we sent out the following research briefings to our members:

What creates the conditions for open innovation in an organisation

Keywords: open innovation, innovation, external knowledge, knowledge management, collaboration, openness, learning, organisational flexibility, entrepreneurial orientation, technology, reward system, incentives

 

One of the hot topics at the moment is open innovation. Open innovation really refers to an information age mindset towards innovation.

The idea is to purposefully seek out external knowledge and ideas. The assumption is that organisations can and should leverage external knowledge and not just focus on their own internal knowledge creation and innovation. This research briefing looks at what conditions help to get open innovation going in an organisation and include the five primary capabilities an organisation needs to make open innovation work.

You can download The research briefing: ‘What creates the conditions for open innovation in an organisation’ here

 

Why introverts rarely emerge as leaders

Keywords: leadership, introvert, extrovert, introversion, extroversion, leadership development, emergent leadership, informal leadership, affective forecasting errors

 

Emergent, or informal, leaders are people who take on and are accepted as a leader, even though no formal leader has been prescribed. Not only do emerging leaders come across as leader like, they also tend to provide motivation, support, direction and a level of regulation or command that helps the team achieve its goals. Emergent leadership has become a growing area of interest, both within the research and within organisations. Recent studies have found that extroverts are significantly more likely to put themselves forward as leaders than introverts even though a number of studies have found that introverts often make better leaders in a variety of situations.

This research briefing looks at what holds introverts back from leadership roles and has important implications for leadership development

You can download ‘Why introverts rarely emerge as leaders’ here

 

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page

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