The role of Leadership and Innovation in Organisational Change: A case study of LEGO Group

Abstract

Recent research on organisational change management suggests the importance of change in an emerging organisational environment. LEGO Group is a toy manufacturing company with significant revolutionary/transformational changes in product design. The Group has introduced a new transformational change in physical and digital gaming world which demands the role of leadership and innovation to be played in bringing about the success of the change outcome. The purpose of this study is to explore the case study of LEGO Group in the areas of leadership and innovation in transformational change. Innovative organisations embrace different leadership approach and innovation practices in their strategic business activities due to the recent solutions and benefits of transformational change. Three leadership approaches; Hersey and Blanchard situational leadership model, Goleman six leadership styles and transformational leadership are used to explore the change and also, a chronological development of innovation models; a contrast between closed and open innovation depicts the change movement. The study adopts a case study method using documents and multiple sources of secondary data to discuss the different leadership approaches and innovation models. The case study analysis of LEGO Group is examined pointing out the role of leadership and innovation in transformational change. The discussion outcome on findings indicates that transformational leadership with its four leadership behaviours aids change while open innovation is evidence in gaining collaborative participation in transformational change.

Table of ContentsAbstractiiAcknowledgementiiiChapter 11Introduction1Chapter 242.0 Literature Review42.1 Theoretical background of Organisational Change Management42.1.1 Organisational Change Management Models42.2 Organisational change and leadership72.2.1 Leadership approaches to organisational change82.3 Organisational change and Innovation112.3.1 Four Dimensions of Innovation Space112.3.2 The Wave of Innovation112.3.3 Models of Innovation122.3.4 Open Innovation12Chapter 3153.0 Research Methodology153.1 Description of the method153.2 Analysis163.3 Justification and limitations of secondary data (document and multiple sources)17Chapter 4184.0 Case study184.1 Company background184.2 The reasons and purpose for the organisational change194.3 Stakeholders involved in the transformational change204.4 LEGO Group influence on transformational change224.5 The evaluation of the outcome of the change at LEGO Group23Chapter 5245.0 Discussion245.1 Change management models and Case study245.2 Leadership perspective265.3 Innovation perspective27Chapter 6306.0 Conclusions and recommendations30References31