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Innovation Credit: When and why do group members give their leaders license to deviate from group norms?

Randsley de Moura, Georgina and Abrams, Dominic and Marques, Jose M. and Hutchison, Paul (2010) Innovation Credit: When and why do group members give their leaders license to deviate from group norms? In: Jetten, J and Hornsey, Matthew J., eds. Rebels in Groups: Dissent, Deviance, Difference and Defiance. Wiley. ISBN 978-1-4051-9685-7. E-ISBN 978-1-4443-9084-1. (doi:10.1002/9781444390841.ch13) (Access to this publication is currently restricted. You may be able to access a copy if URLs are provided) (KAR id:54291)

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Leaders of organizations, teams, and groups are often required to change the group’s direction or forge an innovative path. Examples can be seen in political and organizational arenas on a daily basis. The USA has seen the appointment of a new President, President Obama, who won with a slogan of “Change we can believe in”. Organizations also often face the challenge of change by bringing in a new leader or CEO. For example, the UK broadcaster Channel 4 have recently appointed a new CEO, David Abraham, who has been quoted as saying he will manage a period of uncertainty in the organization through “the biggest creative transformation” (Burrell, 2010). When and why do groups allow leaders to innovate? Why are new leaders often associated with changes in direction? This chapter will explore these issues and examine what happens when leaders resist the tide of opinion within their groups.

Item Type: Book section
DOI/Identification number: 10.1002/9781444390841.ch13
Subjects: B Philosophy. Psychology. Religion > BF Psychology
Divisions: Divisions > Division of Human and Social Sciences > School of Psychology
Depositing User: Georgina Randsley de Moura
Date Deposited: 26 Feb 2016 14:32 UTC
Last Modified: 16 Nov 2021 10:22 UTC
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