BUSINESS INFORM №11-2013

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63

Section: Management and Marketing
UDC 658.5
Bystrov A. G.
Behaviour of the Leader when Introducing Innovations in the Organisation (p. 377 - 382)
The article justifies importance of the leader when supporting changes that accompany innovations. It offers to study favourable attitude to introduction of innovations in the organisation on the basis of assessment of innovation potential of employees and their motivation. The result of the latter is marking out situations by the level of favourable attitude to the changes, which are grouped in so-called zones: green zone is maximally attractive, yellow zone has an average level of attractiveness and red zone is the most risky state for introduction of innovations. In order to increase favourable attitude of the personnel to changes, which accompany innovations, the article gives such ways of the leader’s impact on this process, which cover the style of interaction with the employees, degree of structuredness of work, use of functional powers, development and motivation. Application of this approach to management of introduction of innovations in the organisation, depending on the level of innovation potential and motivation of the personnel, would allow: assessment of the favourable attitude to changes or, vice versa, riskiness; reduction of costs and terms of introduction of innovations; and increase of the level of innovation potential and motivation of the employees.
Keywords: innovations, introduction of innovations, leadership, leader, innovation potential of an employee, intellectual and creative potential, creativity, motivation
Fig.: 1. Tabl.: 2. Bibl.: 8.

Bystrov Anton G. – Leading Engineer, Department of Project Management and Applied Statistics, Volodymyr Dahl East Ukrainian National University (17 Ioanna Pavla II Str., Kyiv, 01042, Ukraine)
Email: [email protected]

Article is written in Ukrainian
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Reference to this article:
Bystrov, Anton G. (2013) “Behaviour of the Leader when Introducing Innovations in the Organisation.” Business Inform 11:377–382.

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