In many organizations the CIO is a key driver of business innovation. This research investigates innovative CIOs in the context of their organizational climate theory. We explore the concept of innovative IT climates through qualitative analyses of interviews with 36 innovative CIO's. We identify and characterize four dimensions of innovative IT climates using a theoretical model based on the climate literature. Inductive grounded-theoretic methods are then utilized to develop two additional dimensions of innovative IT climates - reality-checking and promoting credibility. Findings expand our theoretical and empirical understanding of innovative IT climates and provide practitioners with specific examples of how CIO's are actively working to create innovative IT climates.

Innovative IT climates : CIO perspectives

Studies show that improvisation in leadership decision making is on the rise, and it transpires in organizations 75-90% of the time, yet very little research has explored this skillset. No other leadership skillset that is applied two thirds of the time has ever been so underdeveloped. The purpose of this study was to assess the effects of a pilot workshop applying a Holistic Improvisational Leadership Model as developed by the researcher and based on the latest improvisation research. The study employed a mixed methods design to gather qualitative and quantitative data for a descriptive evaluation of the pilot training workshop. Nonproportional quota sampling and triangulation were used to maximize cross verification and validity of the data. This study explored the skills leaders acquired and applied during, immediately after, 1 month after the workshop, and in 3 months. The study was pilot-tested on 6 different groups and a total of 67 leaders from various regions, industries and organizations. Primary findings revealed that participants gained the highest benefits in working with others and their ability to lead. Executive and educational leaders gained the awareness that 79% of their decisions at work were made spontaneously as opposed to 71% for all leaders. 100% of executives and senior leaders indicated acquiring more effective listening skills. Moreover, the concept of competent risks and celebrating failure appeared to have the most transformational impact on the participants’ sense of self, willingness to take risks, and acquire new skills. The workshop seemed to bring participants’ stress level down to an optimal level and enhance mindfulness. Ultimately, it was concluded the study's workshop was most effective as a continuous 3.5 hours.

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Effects of improvisation techniques in leadership development

Purpose – The purpose of this research was to explore the leadership style of graduate project management students vs other MBA students.Design/methodology/approach – Graduate project management and MBA students attending a regional comprehensive university in USA returned surveys that assess their leadership style emphasis of concern for task or concern for people.Findings – Project management students rate themselves significantly higher on the concern for people leadership style and were found to have a balance between the concern for task and concern for people leadership style vs MBA students.Practical implications – Individuals exhibiting a concern for people leadership style and those with a balance between concern for task and concern for people leadership styles are good candidates for project management positions as well as training/education in project management.Originality/value – The paper shows that the selection and training of project managers based on bahavioral tendencies can relate to ...

Assessing leader behaviors in project managers

A Communication-centered Approach To Leadership: The Relationship Of Interpersonal Communication Competence To Transformational Leadership And Emotional Intelligence

In recent years there has been a spate of publications on "Leadership" and “Team Building” bynumerous authors such as Bennis, Drucker, Covey, Depree, Byham, McLean and Weitzel,Dilenschneider, Fisher, Batten and others. Much of this has been directed to the "Captains of NorthAmerican Industry". However, in our opinion, leadership, management and team building, while allclosely allied, are sufficiently different in the project environment that they require special study.The old image of a powerful project personality with a burning vision of the future state rounding up thetroops and charging off to Nirvana, is hardly consistent with modern management thinking.Consequently, some of the current concepts of leadership and attributes required of the leader of anenterprise need to be carefully rethought when applied in the project context. That is, if a project is tosucceed and be viewed as successful. So the question is: What sort of leadership or management is themost relevant to project management in the decade of the 1990s and beyond?Considering the extent of management literature published in recent years, it might be thought that thisis no longer an issue. However, few writers actually define leadership and the context is generally not inthe project environment. To understand the difference, it is necessary to examine both the requirementsof a project team and the changes that occur through the project life cycle.

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Project Manager to Project Leader? and the Rocky Road Between...

"The need for leaders in nearly every walk of life has indeed become critical, " state the authors of Leadership--Magic, Myth, or Method? "The relative scarcity of leadership nearly everywhere is cause for concern on the part of political, business, and other organized groups around the world." You probably agree with this statement. But are you willing to make decisions that affect other people? To be a leader? It is a huge responsibility. And even if you do have the inclination to lead others, you probably weren't born with any of the charismatic characteristics that all great leaders seem to have. So why bother? According to authors J. W. McLean and William Weitzel, the answer is simple. Your contribution is needed. And you can obtain the specific knowledge and skills you need--and that all leaders share. Leadership--Magic, Myth, or Method? lays out the requirements for leaders today and provides a platform to help you develop your own "leadership paradigm." You'll learn how to build rapport, enhance credibility, and be persuasive. You'll also come away with a new personal definition of leadership based on reality, not myth. The authors challenge the twelve most basic assumptions about leading others and the most common reasons for playing it safe as a follower, such as: leadership is just too complicated for me; leaders must know everyone else's job, as well as their own; leading is more stressful than following; leadership means being consistent. The book also provides a selective overview of pacesetting leadership studies, from the wisdom of Socrates and Plato to the contemporary models that form the base of successful leadership training today. You'll cover the principles ofleadership (self-knowledge, management, motivation, planning, and building relationships) and learn how to apply them in your relationships with others. You'll also learn the six key skills that every leader must possess, from communicating to problem solving. Leadership--Magic, Myth,

J. W. McLean

Papers

Leadership -- Magic, Myth, or Method?