Leadership for Innovation: How to Create Collective Genius
- Why some pioneering leaders don't read leadership books.
- How shared purpose values and trust drive ambitious organizations.
- The benefits to company culture in leading from behind. What kind of leadership is needed when innovation is your competitive advantage?
From her research on companies that have achieved breakthrough innovations Professor Hill found a common leadership approach. Leaders at Pixar eBay Germany Google HCL Technologies and IBM among others build communities of people who are both willing and able to innovate. They develop willing teams by pulling people together with a shared purpose values and rules of engagement. And they build capabilities by fostering intellectual diversity and debate (creative abrasion) high experimentation (creative agility) and integrative rather than compromise-driven solutions (creative resolution).
Steve Jobs for example, after acquiring Pixar put tremendous design effort into a new facility for hundreds of employees designing it much like an Italian neighborhood with a central meeting place to foster a highly collaborative community. Vineet Nayar CEO of India's IT leader HCL Technologies introduced an "Employee First" mantra and encouraged the company's young employees to define their value system and goals building an ambitious trust-based community.
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at Harvard Business School and faculty chair of the Leadership Initiative. She is the author of Becoming a Manager: How New Managers Master the Challenges of Leadership. Dr. Hill received her BA in Psychology from Bryn Mawr College and an MA in Educational Psychology and PhD in Behavioral Sciences at the University of Chicago."
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at the Harvard Business School. She is the faculty chair of the Leadership Initiative and has chaired numerous HBS Executive Education programs including the Young Presidents' Organization Presidents' Seminar and the High Potentials Leadership Program. She is a former faculty chair of the Organizational Behavior unit. She was coursehead during the development of the new Leadership and Organizational Behavior MBA required course.
She is the author of Becoming a Manager: How New Managers Master the Challenges of Leadership (2nd Edition). She is also author of course modules: Managing Your Career Managing Teams and Power and Influence and of award-winning multimedia management development programs High Performance Management Coaching and Managing for Performance. She is the author of two e-learning programs: Stepping up to Management and Harvard ManageMentor. Hill has authored HBR articles and is a contributor to the Harvard Business School Publishing series on Managing Up Hiring and Becoming a New Manager. Professor Hill's consulting and executive education activities have been in the areas of managing change managing cross-organizational relationships implementing global strategy innovation talent management and leadership development.
Hill has two books forthcoming from Harvard Business Press one on being the boss (in the 21st century context) and the other on the connection between leadership and innovation. Organizations with which Professor Hill has worked include General Electric Cisco Accenture Pfizer IBM MasterCard Molex Morgan Stanley and the National Bank of Kuwait.
Professor Hill is a member of the Boards of Directors of State Street Corporation and Cooper Industries. She is a Fellow at Diamond Management & Technology Consultants Inc. She is a trustee of the Nelson Mandela Children's Fund USA The Bridgespan Group Bryn Mawr College and The Children's Museum Boston. She is a former member of the Board of Trustees of The Rockefeller Foundation. She is also on the Advisory Board of the Aspen Institute Business and Society Program. She is serves on the Editorial Board of the Leadership Quarterly.
Dr. Hill did a post-doctoral research fellowship at the Harvard Business School and earned a Ph.D. in Behavioral Sciences at the University of Chicago. She received her M.A. in Educational Psychology with a concentration in measurement and evaluation from the University of Chicago. She has an A.B. summa cum laude in psychology from Bryn Mawr College.