3. Research Methodology
“First I shall do some experiments before I proceed farther, because my intention is to cite experience
first and then with reasoning show why such experience is bound to operate in such a way” [71]. These
words from Leonardo da Vinci, the great genius from the Renaissance, underpin much of the approach
adopted in the current study.
Despite breakthroughs in thinking, knowledge and technologies over decades, the formalized
management of innovation represents a relatively new and complex area for management scholars [72].
As emerging management discipline, innovation leadership appears to be lagging in theoretical
foundations because of the general lack of tried and tested frameworks or validated models for innovation
leadership. In light of the arguments presented, the current study was approached from a more pragmatic
perspective with the intention to propose a competency profile for innovation leaders based on practices
of successful innovation leaders. Such a framework may be subjected to further testing, validation and
integrated with existing theory.
While the importance of competencies is emphasized by those involved in leadership development, no
single agreed approach to the identification and formulation of competencies could be identified in
literature [73]. Given the absence of such an agreed single approach, the current study adopted a
pragmatic approach, starting with a broad approach and then narrowing the options down to a most
appropriate set of competencies, as determined by observers involved in innovation projects with close
exposure to innovation leaders being observed.
The research design is graphically illustrated in Figure 1. The wide end of the funnel represents a long
list of leadership competencies identified through the various sources. These sources include popular
authors who published competencies for leadership success, commercially available programs of service
providers active in 360-degree assessments and executive development, observations recorded by the
researcher over decades of involvement in facilitation of innovation and related capacity-building
programs as well as provision for inputs from respondents who felt that their observations had not been
adequately reflected in the master list.
The leadership competencies listed during this phase were incorporated in a questionnaire designed to
determine the perceived significance of each in the success achieved by the innovation leader being
assessed. This took place in the context of a science-based research and innovation organization (SBRIO)
in South Africa.
The innovation leadership competencies rated as most significant were then subjected to content
analysis, and grouped based on similarity of meaning and placed into four descriptive quadrants to
indicate the elements of a coherent profile.