Increasing Innovation in Change Situations through Leadership Skills

Abstract

A role-playing format was used to determine the effect of skill training in the use of leadership acts previously found to be critical. These were: (1) the degree to which the discussion issue is posed as a problem rather than a solution and (2) the readiness to share available data. Trained leaders were not permitted to make suggestions or to favor a solution. Their role was to accept ideas without evaluating them. The problem situation involved a foreman who would like to have three crew members change their work procedure so as to increase production. In 25 groups the leader was trained in the two above-mentioned leadership skills, and in 29 groups the leader was untrained. The solutions were of three types: (1) Old method, or refusal to change; (2) New method, indicated by the time-study data; and (3) an Integrative method which assimilates the facts and feelings of conflicting parties and, in addition, requires innovation. The Trained leader groups produced 68.0% Integrative solutions in contrast to the Untrained leader groups 10 3% The acceptance of their group decisions were significantly higher than in the Untrained groups, and the members of the Trained leader groups perceived their leaders in a more favorable light. The important variable in the Trained leaders was their skill rather than their knowledge.