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.