AN EVALUATION OF INNOVATION LEADERSHIP AS A CATALYST OF EMPLOYEES CREATIVITY IN MANUFACTURING COMPANIES IN. CAMEROON

CHAPTER ONE

INTRODUCTION

Background of the Study

Numerous organizations have the belief and desire that their leaders should foster the development of more innovative teams and ideas. The question pertains to the precise method by which they should accomplish this task. However, many researchers endeavour to identify the important factors that contribute to the high effectiveness of innovative leaders. Innovation refers to the effective implementation of a novel product, process, or service. Similarly, it is the integration of information, resources, and forces to create novel, pertinent, and valuable new goods, processes, or services (Aguinis, 2019). Beyond that, innovation refers to the effective execution of imaginative concepts within a certain framework (Rixhon, 2018). On the other hand, creativity, whether it be individual or collective, serves as the first foundation for innovation(Andrews & Farris,2018). In order to truly create a significant impact and enhance the quality of a product, it is essential to implement the innovative idea and adopt a revised business method. While individuals may exhibit creativity, the actual manufacturing of their creations, known as innovation, takes place inside a structured and organized setting. Innovation, like many other processes, necessitates the use of specialized tools, methodologies, and effective leadership. During the last 25 years, society has transitioned from an industrial economy to a knowledge economy. Complex problems can be resolved by the use of logical reasoning and by using previous knowledge and expertise. However, the task at hand involves streamlining, structuring, and implementing successful solutions that have been effective in comparable circumstances. A complex issue, on the other hand, refers to issues or opportunities that are characterized by ambiguity, uncertainty, and a certain degree of uniqueness. Integrating the process of innovation into established organizations exemplifies a highly intricate task. Leaders often feel inclined to implement certain best practices from highly inventive organizations like Disney, Apple, or Google directly into their own organization, without fully considering the unique historical and contextual factors that may exist. In order to bridge the knowledge disparity, it is imperative for leaders to grasp the fundamental tenets of innovative thinking and acquire the skills to effectively guide innovative individuals and teams. Nevertheless, managers should possess the ability to effectively guide teams that are capable of generating new ideas, while individuals should possess the ability to effectively utilize innovative thinking. According to Grant, Gino & Hofmann (2019), majority of CEOs hold the belief that innovative thinking is an innate ability and that the key to achieving success lies in the recruitment of individuals who possess creative qualities. Furthermore, when organizations reach a specific size or stage in their development, they often foster innovation by adopting attitudes and behaviours commonly found in the manufacturing sector. Leaders can bridge the innovation gap by concurrently addressing four crucial organizational facilitators. Leaders have a direct impact on the ability of individuals and teams to engage in innovation. Executive leaders have a significant impact on the level and success of innovation within an organization. Their role involves overseeing the strategic direction, shaping the organizational culture, and exerting control over all aspects of the organization's operations, including the skills imparted to managers and employees (Chen & Hou,2016). Although, innovation is a rare occurrence and cannot be maintained without the active dedication and participation of every member of the executive leadership, even the least enthusiastic supporter of innovation. Additionally, innovation leaders possess a deep understanding of the importance of actively shaping a culture that fosters innovation. The survival of every organization, and even nations, relies on the ability to maintain constant communication with advancements and modifications in all domains (Mamula, Kužet, 2019). The potential for altering the assessment of innovativeness is increasing, as organizations adopt leadership techniques that leverage employee expertise. In the present phase of economic activity, business growth will be driven by the thinking model rather than the traditional approach of product development and service provision (Mamula, 2018). The level of change in our daily business and lives follows a consistent geometric development. The advent of digital revolution and globalization has created opportunities for innovative thinking in order to ensure the long-term viability of the company. In the highly competitive and global environment of 21st century organizations, innovation is not an optional extra but an essential requirement. Companies that effectively utilize the innovative capabilities of their employees to convert ideas into novel products and services gain a competitive advantage. Recent research has yielded significant empirical evidence on the crucial importance of employee voice and information sharing as key drivers of creativity and innovation. Therefore, a survey will be conducted in order to evaluate innovation leadership as a catalyst of employees creativity in manufacturing companies in Cameroon.

1.2 Statement of the Problem

Work processes in several areas are currently undergoing significant changes due to the problems posed by rapidly evolving technology, globalization, uncertainty, unpredictability, and volatility. In the past, companies that held a monopoly over technology, market, or brand could rely on their dominance to ensure long-term success, even if they lacked the skill or willingness to innovate. Nevertheless, as a result of the unpredictable conditions prevailing in these industries, numerous organizations are experiencing failure and require ingenuity and continual innovation to maintain their competitiveness and achieve success. This implies that it is necessary for them to acknowledge and utilize the innovative  leadership abilities that are present within the organization in order to effectively oversee its innovation procedures. In order to ensure long-term sustainability, organizations have to create a structure that consistently cultivates innovative leaders to oversee and maintain the process of strategic design, technology, culture, and organizational strategy. This strategy will enable organizations to create suitable conditions for renewal, foster an organizational culture that promotes innovation, and establish organizational diversity, all of which contribute to maintaining competitiveness. The majority of research papers focused on determining the role of different HR factors in the workplace. Several studies have examined the effects of HR practices on employees' creativity and innovativeness (Panigrahy & Pradhan, 2015; Ghosh, 2015). Some studies have focused on developing a conceptual model of workplace innovation within a specific industry (Azeem et al., 2019). Additionally, other studies have specifically investigated the impact and relationships between HR determinants and workplace creativity (Becker & Gerhart, 2016; Wright, McMahan & McWilliams, 2018). While the majority of studies have primarily examined corporate and organizational viewpoints, there is a notable absence of research on the employee component and workforce management. In addition, there is a scarcity of research in Saudi Arabia on creativity and innovation within the framework of employees. However, there is a lack of research in comprehending whether the causal aspects of employee creativity influence employee innovation, as well as the important correlations between the variables. Towards filling this gap,the study seeks to evaluate innovation leadership as a catalyst of employees creativity in manufacturing companies in Cameroon.

 1.3  Objectives of the Study

The main purpose of this study is to evaluate innovation leadership as a catalyst of employees creativity in manufacturing companies in Cameroon. Specifically, the study will;

1. Examine the relationship between innovation leadership and employees' creativity in manufacturing companies in Cameroon.

2. Identify the factors that hinder innovation leadership in manufacturing companies in Cameroon.

3. Evaluate the impact of innovation leadership on employees' creativity in the manufacturing sector in Cameroon.

1.4  Research Questions

The following questions have been prepared for the study:

Is there a relationship between innovation leadership and employees' creativity in manufacturing companies in Cameroon?

What are the  factors that act as barriers to innovation leadership in manufacturing companies in Cameroon?

What are the impact of innovation leadership on employees' creativity in the manufacturing sector in Cameroon?

1.5 Research Hypotheses

H0: There is no significant relationship between innovation leadership and employees' creativity in manufacturing companies in Cameroon.

Ha: Innovation leadership significantly enhances employees' creativity in manufacturing companies in Cameroon.

1.6 Significance of the Study

The study will help leaders and managers understand how innovation leadership influences creativity and provide insights into effective leadership practices that can drive creativity and innovation in manufacturing companies. Additionally, the findings will empower employees, boost their morale, and provide them with opportunities for growth and development.Also, subsequent researchers will use it as a literature review. 

1.6 Scope of the study   

The scope of this study is boarded on the innovation leadership as a catalyst of employees creativity in manufacturing companies in Cameroon. Empirically, this study will examine the relationship between innovation leadership and employees' creativity in manufacturing companies, identify the factors that hinder innovation leadership in manufacturing companies and evaluate the impact of innovation leadership on employees' creativity in the manufacturing sector in Cameroon.

Geographically, the study will be delimited to some selected manufacturing companies in Cameroon.

1.7 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

 1.9 Definition of Terms

Leadership: the process of influencing and guiding individuals or groups towards the achievement of goals or objectives.

Innovation: is defined as the application of new ideas, processes, products, or procedures that benefit the individual, the group, or the society (West and Farr, 2018).

Innovation leadership: Carmeli et al. (2020) describe the essence of innovation leadership as “encouragement of individual initiatives, clarification of individual responsibilities, provision of clear and complete performance evaluation feedback, a strong task orientation, emphasis on quality group relationships and trust in organizational members”. 

Creativity: the ability to generate novel ideas, concepts, or solutions that are both original and valuable. It involves thinking outside the box, breaking away from conventional patterns, and combining existing ideas in new and innovative ways.

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