Leading Teams for Innovative Performance
Innovation is the key to success in many industries, but leaders may be unknowingly inhibiting innovation in their teams in favor of producing short-term gains. Innovative thinking requires a break from the way things are typically done, particularly if current "safe bet" products are already performing reasonably well.
Leaders can be the force that changes this natural trajectory by implementing the strategic guidance necessary for innovation to succeed. However, leading teams for innovative performance has some unique challenges. This workshop offers science-based, practical suggestions for leading teams for innovation in engineering, science, research and development, technology, marketing, start-ups, and many other contexts.
The specific, every-day leader behaviors that can enhance or diminish innovation
Addressing setbacks and failures in innovative pursuits
- Creating a work environment that encourages innovation
Who Should Attend:
All Leaders interested in or aspiring to lead others with Innovative Performance
Lily Cushenbery, Ph.D.
Dr. Cushenbery is an Assistant Professor of Management and the Director of the Leadership & Conflict Research Lab, Stony Brook University. Her work in leadership, innovation, and conflict applies science-based approaches to practical organizational problems.
Her research focuses on 1) the process by which leaders overcome failures and 2) the dynamics of innovative teams. Her primary research examines the consequences of leader mistakes and mistake recovery on leader-follower relationships. Her innovation research includes constructs such as team member influence, team climate, and malevolence. Dr. Cushenbery's research has been published in The Leadership Quarterly, Advances in Developing Human Resources, Human Resource Management Review, and The Journal of Creative Behavior.
Prior to joining Stony Brook University, Dr. Cushenbery was a Post Doctoral Research Fellow at the International Center for the Study of Terrorism, where she studied the process of terrorist deradicalization for a grant from the Office of Naval Research. Her consulting clients include the North Atlantic Treaty Organization (NATO), Del Monte Foods, PNC Bank, and both US and UK government defense agencies. Dr. Cushenbery holds a Ph.D. in Industrial-Organizational Psychology from Penn State University and a B.A. in Psychology from California State University, Fresno.
Center for Corporate Education at Stony Brook University
Research & Development Park • 1000 Innovation Road, Stony Brook, NY 11794-6044
631-216-7518 • firstname.lastname@example.org