What CEO is required for technology companies and radical innovations

Required for Technology Company and Radical Innovations Student’s Name Institutional Affiliation Abstract This article introduces the specific issue about consequences and barriers of radical innovation (RI). Radical innovation, which is different from the incremental types of innovation, has increasingly become crucial for national economies and companies. There has been a significant disconnection between an ideal CEO as perceived by the boards and what results in high company performances. This type of disconnect begins with unrealistic and pervasive stereotype which is influenced by the business leaders. The stereotype is that a successful CEO has to be charismatic, from a top recognized university and having a strategic vision. When boards pay attention to behaviours when selecting and developing process, they increase the possibilities of hiring the right CEO. It is very difficult for leaders to have success in these four behaviours altogether.

According to Daft (2014), leadership is mostly regarded as a main factor which impacts the performance levels of an organization and this shows the need for hiring the right CEO. The principles of leadership are linked to the duties of senior management officials such as CEOs and it is also applicable to every member of an organization (Boshyk, 2016). According to Jago (1982), a good leader is made and not born. Leadership as a process is influenced directly by knowledge and expertise. The other characters also determine what a leader is. The behaviours which are discussed below are simple. However, the objective is practicing them with consistency which is a great challenge for many leaders. These are the important issues for consideration and the main qualities for CEOs to accomplish results in their respective organizations (Hebrero, 2017).

RI are different based on the complexity and riskiness. Handling these risks need companies to overcome these barriers and the ways they do this have an influence on their capacity of exploiting RI benefits. This leads to the roles of the Chief Executives in radical innovation companies. An incremental innovation is considered as the most common type of innovation. It makes use of the existing technology, and in turn increases its value to the customer in the current market. Secondly, innovators must prepare and persuade external and internal stakeholders which include managers, employees and customers who stick to the present ways of thinking and acting (Maina et al. Thirdly, social interactions have huge impact on radical innovation, both negative and positive. Leaders have a great duty in ensuring there are the right actions.

Chief Executives themselves have to adapt. This can be achieved through the abandoning of old products, processes or services which were supported formally (Loi et al. Regardless, recent studies have identified conflict in matters of resources, where the arguments are that these RIs can be effectively developed. The clarity is that organizations face problems in trying to find a balance between the present and future business models. This effectively results in the fourth barrier in the form of unsupportive organizational structures (Renz, 2016). The identified external barriers include those which relate to the resistance or lack of support from these external factors. Identifying customer resistance is a key external barrier. An innovative capacity offers different ways of measuring the potential of innovation and invention. It is not tied to any activity, sector or the industry.

A chief executive can use innovative capacity in measuring the activities of an organization. It is also used in measuring innovative and invention levels of a company. Any firm for which innovation and invention is critical can be assessed. Restrictive Mindset When one has a mindset, it impacts the ways which a leader runs an organization. Persons with fixed mindset feel compelling needs of proving themselves frequently. This is fostered by their belief that skill, aptitude and intelligence is everything which they need and this cannot be expanded (Loi, Chan & Lam, 2014). The mindset of a leader impacts the leadership style, character and personality traits. As a chief executive, the application of a fixed mindset to one’s organization and team means that some projects or innovations cannot happen. However, leaders do not achieve all his desired results, as evident from the interview in which many flaws were identified in his leadership abilities.

Additionally, leaders point out that his weakness is going soft on disappointed people, as he does not have a number two to help him out in his duties (Baker & Warren, 2015). They are transformative in the sense that he has the desire of looking for ways to grow and succeed despite the current challenges of making things work out. Notably, leaders interact with employees by exemplifying high emotional intelligence, which they use to their advantages considering that leadership is filled with emotions, and he manages to harness them into being an effective leader (Antonakis, Ashkanasy, & Dasborough, 2009). To become an outstanding leader, one must take into consideration the critical characterizing a successful leader, achieve personal discipline and embrace the role played by trust in company operations (Hornickel, 2014). Leaders assign duties to all junior staff, but the degree of delegation of duties is not directly connected to the financial or delegation matters.

Furthermore, He delegates many responsibilities, especially when engaged in external matters to the organization especially to the general manager. iv. Development Levels and Delegation Practice The practice of a leader is based on delegation which is multifaceted as it is on one hand compatible to the standard of competence of his followers and the other hand, does not comply with these competency measures (Sackney & Mergel, 2007). The technicality of some issues requires expertise, but a leader does not consider hiring one. projects fit with the set criteria of handling radical innovations and not dealing with the incremental innovations which focus on improvement of present services and the internal processes. The second step was assessment and enrichment of the framework through analyzing the project documents. This included the analysis of the quarterly project reports, minutes of meetings, and progress reviews as a means of finding the perceived barriers of the projects in the sample.

There was a text analysis of these documents and searchers for obstacles, impediments, challenges, reasons, obstacles and reasons against meeting these expectations. The third step was the validation of the framework of the innovation barriers by carrying out interviews with project managers such as the chief executives. A good CEO is one who understands that a wrong decisions is better than making no decision entirely (Soto-Barra & Glendinning, 2017). Those having more touch for intellectual complexity often struggle with the aspect of decisiveness. If the quality of a decision made by a CEO is considered good because of pursuing a good answer, they spend a lot of time making choices and setting clear goals, and the result is a high price being paid by their team and the organization altogether (Carroll & Buchholtz, 2014). The smart and slow decisions makers are what we call the bottlenecks and they only lead to a frustrated team and self-cautiousness and this is bad for business.

When a team becomes frustrated, the valuable talent is not harnessed and used to the maximum potential of the company (Reed, 2013). To this end, a successful chief executive must have knowledge of the right time to not make a decision. This is illustrated by Stephen Kaufman, a former CEO of Arrow Electronics (Okasha, 2013). He claims that it is too easy to get caught up in the mix of decision making. Stephen Kaufman notes that pausing for a brief moment in considering if the decision has to be made is critical as it allows important information to mix with the causing irreparable harm. If a path is already chosen, the high performing CEOs proceed without hesitation. They also get the people on board through the advocating for performances and alignment of these people to the value creation goals (Ittner & Keusch, 2017).

CEOs engaging stakeholders with result orientation have higher chances of accomplishing success in their roles, almost 75%. CEOs who accomplish the bringing of others in their plans and executing influencing strategies and disciplined communications are highly likely to be successful ("Maxwell, William, (born 14 Nov. Chief Executive, Education Scotland, since 2012 (Interim Chief Executive, 2011)," 2013). Madeline Bell, in an interview states that any decisions which she makes, she forms a stakeholder map of the main people who has to be on board. These behaviours are widely regarded as part of the CEOs who register low performances (Ou et al. A skilled CEO, unlike a low performing CEO would have support from their colleagues through giving them more confidence which guarantees the success of the team (Rempala, 2013). This will be done with all it takes even if it means making unpopular or uncomfortable moves.

These types of CEOs do not shy from conflicting with other people when pursing goals of the business (Doorley & Garcia, 2015). As a matter of fact, strong successful CEOs have good conflict management skills (Hatfield, Cacioppo, & Rapson, n. Weber is very much careful not to form an illusion of democracy (Quigley & Hambrick, 2015). This does not mean that a CEO must exude the behaviours of an autocrat. Some CEOs resort to no democracy at all (Johnson, 2016). This is when the business is on the verge of crumbling and when the business is out of the crisis, these types of CEOs lose their jobs almost immediately (Germann, Ebbes & Grewal, 2015). These types of CEOs do not have the support of the board members or their teams who are increasingly tired of the collateral damage (Re & Rule, 2016).

Being a CEO involves being faced with different circumstances where there is no existence of a playbook. Many CEOs understand that they have to divide their attention among the medium, long and short term perspectives ("Qualities of Courageous Leadership," 2017). However, the CEOs who adapt dedicate a lot of their time, approximately 50% in deliberating over the long-term. Contrastingly, some executives dedicate approximately 30% of their time in the long-term thinking. This type of long term focus assists in the CEOs becoming better placed in picking up on the signals earlier enough. This is because photography was able to print their own pictures. This shows the need for adaptation for the CEOs. They have to have the ability of anticipation and proper means of handling these changes. Businesses which survived had the ability of adopting their organizations to these types of radical innovations by introducing new services and products.

iv. Meanwhile, they have rapid assessment of the business to formulate their own viewpoints on what is realistic and working to align the expectations with their ideas on realistic issues. CEOs ranking high on reliability use different tactics, with a majority of them using organization and planning skills. They formed business management systems which included series of meetings, metrics’ dashboards, precise accountability a many channels used in monitoring of performances and the making of rapid corrections (Day, 2014). More critically, these CEOs have surround themselves with strong teams. This is not true for every employee. The principles of leadership are linked to the duties of senior management officials such as CEOs and it is also applicable to every member of an organization. Leadership is a social influence maximizing on the other people’s efforts as a measure of accomplishing common objectives.

Regardless of the basic information of the concept of leadership capable of being learned, the skills and knowledge bestowed to a leader are determined by the traits of character, beliefs, ethics and values. This is what sets CEOs apart from others. A good CEO is one who understands that a wrong decisions is better than making no decision entirely. The company and the industry context determines the skills and behaviours which are most critical for any specific circumstance. A chief executive in an industry which is evolving rapidly such as technology needs to succeed in the proactive adjustment. However, this is a behaviours which does not matter a lot in some sectors. One could wonder about the roles of table stakes and integrity qualities. These are important in the choosing of the suitable and unsuitable candidates.

Weissman, A. MacCann, C. Lewis, C. Roberts, R. D. d. Competing Values Leadership. doi:10. Army, U. S. Restructuring the labour market: The implications for youth. Springer. Babin, B. J. Zikmund, W. doi:10. Baker, T. Warren, A. Conversations at work: Promoting a culture of conversation in the changing workplace. Houndmills, Basingstoke: Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited. Business and society: Ethics, sustainability, and stakeholder management. Nelson Education. Chemers, M. An integrative theory of leadership. Psychology Press.  B. Bowler, M.  C. East Carolina University. Understanding counterproductive work behavior: Aggressive employees' responses to leader-member exchange. The leadership experience. Cengage Learning. Day, R. D. Leading and managing people in the dynamic organization. Mumford, M. D. Collective leadership behaviors: Evaluating the leader, team network, and problem situation characteristics that influence their use.

 The Leadership Quarterly, 27(2), 312-333. Fuchs, M. Goethals, G. R. Bradburn, D. Eds. Politics, Ethics and Change: The Legacy of James MacGregor Burns.  L. n. d. Mechanisms of emotional contagion: I. Emotional mimicry/synchrony. doi:10. Hornickel, J. Negotiating success: Tips and tools for building rapport and dissolving conflict while still getting what you want. Hughes, Jonathan, Chief Executive, Scottish Wildlife Trust, since 2014 (Deputy Chief Executive, 2008–14). Who's Who. Ittner, C. D. Keusch, T. The influence of risk management value creation objectives. The Routledge Companion to Accounting and Risk.  M. St. Homobonus Leads the CEOs. Oxford Scholarship Online. doi:10. G. Impact of servant leadership on workplace spirituality: Moderating role of involvement culture.  Pakistan Journal of Science, 67(1), 109-113. Klingner, D. E. Ehrhardt, M. C. Financial management: theory and practice. Cengage Learning. Lambert, L. Lee, J.

T. Education hubs and talent development: Policymaking and implementation challenges. Higher Education, 68(6), 807-823. Loi, R. Lussier. Leadership. Cengage Learning. Madimbo, M. Servant Leadership. Kabare, K. Role of Intrapersonal Traits in Service Delivery by Devolved Governments in Central Kenya. The International Journal of Business & Management, 4(2), 296. Maxwell, William, (born 14 Nov. Chief Executive, Education Scotland, since 2012 (Interim Chief Executive, 2011). Transformational CEOs. doi:10. Miner, J. B. Organizational behavior 1: Essential theories of motivation and leadership. N. Corbin, J. Bowers, B. Charmaz, K. Clarke, A. Harvard Business Review, 8, 2013. Northouse, P. G.  Leadership: Theory and practice. Sage publications. Tushman, M. L. Organizational ambidexterity: Past, present, and future. Academy of management Perspectives, 27(4), 324-338. Ou, A. Humble chief executive officers’ connections to top management team integration and middle managers’ responses. Administrative Science Quarterly, 59(1), 34-72. Qualities of Courageous Leadership. The CEO of Technology, 9-38.

doi:10. Soft Leadership: An Innovative Leadership Perspective. Journal of Values-Based Leadership, 10(1). doi:10. Rao, M. Values-Based Leadership. Predicting firm success from the facial appearance of chief executive officers of non-profit organizations. Perception, 45(10), 1137-1150. Reed, Z.  K. Leadership and Factions. The Jossey-Bass handbook of nonprofit leadership and management. John Wiley & Sons. Rowland, N. What makes a good leader? Dental Nursing, 12(6), 350-351. doi:10. Sackney, L. Mergel, B. Contemporary learning theories, instructional design and leadership.  Intelligent leadership, 67-98. Simsek, Z. C. Recendes, T. Judge, T. A. Upsides to dark and downsides to bright personality: A multidomain review and future research agenda. Changing theories of leadership and leadership development.  Leadership in organizations: Current issues and key trends, 11. Stentz, J. E. Clark, V. Chee, P. Recorded Books, LLC, & Gildan Media Corporation. disciplines of leadership excellence: How leaders achieve sustainable high performance.

Ulmer Jr, W. F. Quality-Access to Success, 15(142). Wang, D. Botelho, E.  L. Powell, K. Psychology Press. Wróbel, M. Lundqvist, L. Original article Multidimensional versus unidimensional models of emotional contagion: the Emotional Contagion Scale in a Polish sample. Current Issues in Personality Psychology, 2, 81-91. sp. j.