Role of diversity management and charismatic leadership on innovation and performance in the globalized era

Abstract

Objective of the Study: The purpose of this study was to analyze the relationships between the variables of diversity management, charismatic leadership, innovation speed, innovation performance, and company performance.Methodology/Approach: A survey study was conducted with 427 employees (both technicians and engineers) working at companies that operated in the manufacturing industry in the scope of the research purpose. SPSS 25 and SPSS AMOS programs were used incrementally, and the acquired data were evaluated and analyzed.Originality/Relevance: In this research, white-collar workers constituted our sampling group because they play a key role in product innovation. While gathering the analysis data, the first 500 companies registered in Istanbul Chamber of Industry were determined, and manufacturing companies operating in Istanbul constituted the main part of the study.Main Results: As a result of the analysis, it is understood that diversity management and charismatic leadership have a positive influence on innovation and performance.Theoretical/Methodological Contribution: In terms of innovation and company performance, the study revealed the mediation effect of charismatic leadership linked to diversity management.Social/management contributions: In order for organizations to carry out creative and innovative activities, it is very important to effectively manage different ideas and thoughts within organizations. In fact, charismatic leadership positively affects employees, helping them to perform better. Therefore, employees must be actively involved in order to successfully carry out innovation.

Innovation Competencies and Sustainability: A Proposed Model for Project Team Members

“…Thus, the literature was reviewed systematically in three main stages. First, the perceptions of innovation competencies and sustainability projects have been identified (Abu Bakar et al, 2011;Adiguzel & Cakir, 2020;Brook & Pagnanelli, 2014;Dzhengiz & Niesten, 2019;Rojas, 2013;Vila et al, 2014). Second, the arguments supporting the existence of a relationship between project team members' innovation competencies (leadership, communication, creativity, teamwork, and commitment) and the implementation of sustainability projects have been explained (Adiguzel & Cakir, 2020;Brook & Pagnanelli, 2014;Dzhengiz & Niesten, 2019;Guillén & Saris 2013;Hassan, 2021a;Liikamaa, 2015;Mukhopadhyay et al, 2011).…”

“…First, the perceptions of innovation competencies and sustainability projects have been identified (Abu Bakar et al, 2011;Adiguzel & Cakir, 2020;Brook & Pagnanelli, 2014;Dzhengiz & Niesten, 2019;Rojas, 2013;Vila et al, 2014). Second, the arguments supporting the existence of a relationship between project team members' innovation competencies (leadership, communication, creativity, teamwork, and commitment) and the implementation of sustainability projects have been explained (Adiguzel & Cakir, 2020;Brook & Pagnanelli, 2014;Dzhengiz & Niesten, 2019;Guillén & Saris 2013;Hassan, 2021a;Liikamaa, 2015;Mukhopadhyay et al, 2011). Third, a model illustrating the association between project team members' innovation competencies and the completion of sustainability projects (considering the three pillars of sustainability that are economic growth, social equity, and environmental protection) has been presented (Adiguzel & Cakir, 2020;Brook & Pagnanelli, 2014;Bruwer et al, 2018;Chung et al, 2016;Dzhengiz & Niesten, 2019;Hassan, 2021a;Mukhopadhyay et al, 2011;Liikamaa, 2015;Remington-Doucette & Musgrove, 2015;Secundo et al, 2020;Wiek et al, 2011).…”

“…Generally, this study has assessed the subject based on available knowledge and information. It has also helped in recognizing the key innovation competencies, that project team members need to acquire, to deliver innovation effectively in sustainability projects (Afsar et al, 2015;Adiguzel & Cakir, 2020;Brook & Pagnanelli, 2014;Hassan, 2021a;Liikamaa, 2015;Montani et al, 2014;Vila et al, 2014). Hence, the researcher has thoroughly studied, analyzed, and integrated the content of forty-five high-quality articles that related to this study, and these had been selected carefully to fulfill the purpose of the research.…”

“…The transformation towards sustainability projects requires more transparent decisions that can inspire a wide range of stakeholders to participate in achieving the sustainable development goals (Sobol, 2008). Besides, the project team members are responsible to resolve conflicts and any uncertainty associated with innovation, along with the establishment of positive outcomes for sustainability projects as a result of creating a fair working environment for all involved team members (Adiguzel & Cakir, 2020). Nevertheless, the success of sustainability projects requires project team members to acquire robust innovation competencies, which allows them to overcome any challenges or obstacles that could be confronted in their way towards achieving sustainability (economic, environmental, and social) goals (Ciegis et al, 2011;Dumitrescu et al, 2014;Dzhengiz & Niesten, 2019;Remington-Doucette & Musgrove, 2015;Sobol, 2008).…”

“…There are several leadership competencies that enable project team members to implement innovation successfully in sustainability projects (Adiguzel & Cakir, 2020;Boss, 2000;Brook & Pagnanelli, 2014;Dumitrescu, et. al.…”