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EXPLORING LEADERSHIP SUPPORT AND
ADOPTION OF INNOVATION. A CASE STUDY: PUBLIC SECTOR IN PALESTINE
1
CHAPTER I INTRODUCTION
Administration, policy, and management in the public sector all revolve around fostering
new ideas for improving efficiency and effectiveness in the public sector (see De Vries et
al., 2016; Van der Wal & Demircioglu, 2020 for a list of recent studies). Numerous
studies on organizational innovation have demonstrated the need for bringing innovation
to the public sector, as well as how it can be achieved through the identification of
distinct factors and the formulation of specific strategies (e.g., Walker et al., 2010). (e.g.,
Demircioglu & Audretsch, 2017). Research suggests that successful organizational
innovation entails making changes to a variety of aspects of a company's structure,
processes, and culture that help the company achieve its desired outcomes, such as
increasing its chances of survival or better adapting to a shifting business environment
(Gilley, 2005; Meijer, 2015). A growing number of studies have focused on the difficulty
of developing a successful organization in the public sector, despite a better
understanding of the nature of public sector innovation (e.g., Dickinson et al., 2019;
Fernandez & Rainey, 2006; Linden, 1990). To fight a wide range of government failures,
from chronic inefficiency to economic catastrophes, many public institutions around the
world have attempted to restructure and re-engineer their operations (Marsh &
McConnell, 2010). Bureaucrats, on the other hand, have been examining their
performance as an immediate response to accountability pressure and punishing errors
rather than rewarding brilliance. When it comes to governmental advancements, the
majority of them have come about due to external factors such as the central government
and society as a whole. Due to external pressure, the federal government is more likely to
implement rapid and significant short-term changes. This tendency is exacerbated by the
adoption of New Public Management (NPM) reforms across nations, which have made
performance evaluations more important (Pollitt & Bouckaert, 2017). Innovation in
public sector organizations can be sparked by central governments adopting performance
management systems that routinely review new ideas. Many government agencies aim to
2
adopt additional changes that may earn them positive feedback from outside players since
visible results are becoming increasingly important, even if they do not plan to implement
a specific innovation (Osborne & Brown, 2011; Walker, 2008). As a result, some
businesses excel at embracing and implementing new ideas in these kinds of situations,
while others struggle to do so.
As a result of globalization, the world has become a global community where
organizations are continually competing against each other. As a result, businesses are
under pressure to come up with new and better ways to carry out their daily operations.
"Leadership" has become a critical component of any organization's successful transition
to face the ever-increasing competition in the global market in this context.
Organizational leaders are known as "Champions of Change," and it is their duty to
ensure that change does not compromise the company's operational trustworthiness
(Nadler, D., & Nadler, M. B.). Change is also an unavoidable fact of business life and a
top priority for all organizations. The fact that "between 50 and 70 percent of planned
transformation programs fail is consistent," according to numerous studies. This may not
be good news for a business that believes that the greatest way to grow is through
significant change. According to research studies, the "operational or structural side of
change" is where many organizations excel, but the "people side of change" is where
many fall short, according to research studies. A "new direction system" or project's
outcomes can only be achieved with the support of change management and change
leadership. To be an effective change leader, you must be able to guide and manage the
various stages of change, as well as the related emotions. Individuals are so compelled to
go forward when change is continuous. There must be a discussion of ideas and attitudes
that help people adapt to change by leaders, as well as the entire company's engagement,
in order for change leadership to succeed. Like change management, which is seen as an
outside-in approach, change leadership is seen as an inside-out approach to solving the
change problem. Engaging the people in the change process, especially when they have
questions or worries, and keeping them involved even in the face of these obstacles
(Dinwoodie D, Pasmore W, Quinn L, and Rabin R),
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"The only thing that doesn't change is the only thing that doesn't change," says Kinci (a
pseudonym for S. S. Kinci), referring to change as "a fact of our day." This underscores
the problem's fundamental nature. Constant change necessitates that people and
organizations adjust their behavior. Companies are dynamic, open systems that conduct
daily business and interact with their surroundings (Töremen, F.).The ability of
organizations to adapt to changes in their operational activities is crucial for the long-
term survival of those organizations (Tunçer, P). It's important to stress that firms need to
have the ability and know-how to adapt and shift in order to thrive. According to Achitsa
(Y. A. Achitsa), the implementation of new business strategies, streamlining, outlining
novel policies, acquisitions, mergers, relocations, or the implementation of new
technology are just a few of the ways that nearly all organizations work in dynamic
environments and experience constant change, according to Achitsa. As a result,
organizations must be capable of handling change not just once but on an ongoing basis if
they hope to improve their overall performance. It has long been understood that leaders
have a role to play in how firms manage strategic change and how they use their
leadership skills to guide the organization toward its goals. According to Ganta and
Manukond (V. C. Ganta and J. K. Manukond), a leader should be able to manage an
organization or the process of organizational transformation more efficiently and
successfully, according to Ganta and Manukond. Due to rapid technological
advancements, high customer expectations, and ever-changing market conditions,
organizations are now required to constantly reexamine and reconsider how they work, as
well as comprehend, embrace, and implement changes in their business in response to
shifting market trends. Organizational change is both a necessity and a necessity for
organizations to exist. In order to achieve long-term success, organizations recognize the
gravity of the situation and are continually preparing for the present and the future.
Though it is difficult and complicated, organizational transformation is a significant and
complex undertaking. Lippitt et al. (Rippitt, R., Watson, J., & Westley, B.) may have
written the first book and defined change agents, according to Carlo Gerwing (Carlo
Gerwing). According to Lippitt et al., a change agent is "the planned change that starts
with a choice to make a conscious effort to enhance the system and to obtain the support
of an outside agent in implementing this improvement." Change agents are the terms used
4
to describe this type of outsider. As defined by Beckhard (Beckhard, R), the term "change
agent" refers to individuals within or outside the firm who provide technical, specialized,
or consulting support for change project management. Alqatawenh (Alqatawenh A. S.)
noted that managing change efficiently in our day is the key concern for all commercial
companies, regardless of their objectives. Because of the rapid growth and high earnings
of businesses, Furthermore, today's quick and compounded rate of change makes
leadership and transformation a big problem for today's organizations. The "subject of
good leadership strategy," however, is widely acknowledged by academics as an issue
that is always evolving (Michael AP).
While organizations relied less on managers, they needed leaders' ability to persuade
others through their organization's vision and goals to achieve the desired change (Marai
F). When dealing with change successfully, a leadership characteristic that Burns (Burns
J) refers to as "transformational leadership" must be integrated into the work of the
business. This means that they must have some crucial "conditions," such as a desire and
preparation for a change, and the resources to achieve the change, before they can be
accepted into the program by kinci (kinci S S). Organizations that want to keep up with
the times need strong political backing that can't be ignored (Töremen, F.). In addition, an
organization must adopt an effective leadership strategy, be structured, and make
organizational preparations in order to adapt to the changes surrounding it (Tunçer, P).
Fundamentally, this is based on the idea that developing and maintaining predictable
physiognomies is a difficult task for leaders. According to some academics, a company's
ability to adapt to change depends on whether or not its administrators have excellent
leadership skills and have experience in managing organizations (Sayli, H., & Tüfekçi,
A). He also predicted that leadership would be a difficulty in the years to come. As a
result, every attempt at reorganization may prove fruitless if the issue of leadership is not
successfully addressed. Leadership's ability to influence the design of a change is critical
in this case. Leading others is one of those characteristics whose presence can be more
readily detected than explicated. Due to the fact that leaders are separate entities, the
nature of their leadership differs depending on the circumstances. To paraphrase
renowned organizational leadership expert Peter Drucker, in this context, there are
5
"extroverts and distant, retiring guys, some even morbidly shy" among the brilliant CEOs
I have met and worked with. They range from the ridiculous to the ridiculously accurate.
Many of the students are overweight, while a few are obese. There are those who are
worried and those who are not worried. Some people are heavy drinkers, while others
abstain from alcohol altogether. Some men have the disposition of a thawed mackerel,
while others are lovely and warm. According to Jackson and Parry (Jackson and Parry),
leadership is a technique in which a leader uses his or her talents and knowledge to guide
and direct a group of employees toward a course of action that is consistent with the
organization's goals and objectives. As a result, a successful leader who has exceptional
leadership talents must have certain attributes like passion, consistency, trust, and vision;
only leaders who exhibit these characteristics can generate trust in workers.
Consequently, it is crucial to recognize that leadership and management are distinct
characteristics. In the old-fashioned management style, the owner has absolute control of
the company and will guide his employees to carry out their tasks in accordance with the
owner's instructions and plan. As an example, Leaders are those who guide their people
toward the organization's goals while also making an effort to communicate with and
motivate them, ensuring that they are in the best possible position for each individual's
development and dedication to their work. As compared to management, which simply
follows its old-style conventions, leadership tactics might occasionally evolve based on
contemporary developments (Graetz, F., Rimmer, M., Smith, A., and Lawrence, A.). Like
Kotter (J. Kotter), who demonstrated that "leadership moves," Their leadership efforts
have helped them manage both the direction and the path their team should take,
according to Kotter. Even more importantly, leadership actions can motivate and assist
the team in overcoming obstacles. To put it another way, leadership isn't the same as
management. Leadership is a special talent that only a select handful of the world's best
managers possess. Change management professionals therefore define organizational
change as "an event or process through which an organization strives to improve its
position, performance, or culture by reworking its structure, strategy, or working
practices" (Anderson, D. & Ackerman). L. Anderson, M. Fullan, and J. Kotter
collaborated on this paper. Organizational change, according to Lewis (Lewis, L.), is both
visible and desirable. Similarly, Lewis observed that organizational change occurs in a
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number of ways, from minor administrative tweaks within a unit to major
transformations. There are several reasons why changing oneself might be considered a
method for growth. Organizational changes may have a long-term impact on an
organization's long-term impact.
BACKGROUND:
According to Ropret et al. (2017), the public sector in numerous countries has reached the
limit of what it can do with current service delivery procedures and systems. Sørensen, &
Torfing, (2011), Broström, & McKelvey (2015) believe that incremental progress is
inadequate and that the public sector also has to explore new goods, processes, and
services to address the problems. This is in keeping with Kim et al. (1995) assertion that
all operation conduct should aim at either controlling the limits within which work can be
bettered, i.e. precluding major changes; Or break through to new situations of
performance. On the other hand, Wellman (2014) asserts that public administration has
lesser eventuality to produce nonstop processes of invention. Thus, in order to deliver the
opinions bandied by Juran, the public sector must develop unnaturally new technologies
and business services, i.e. inventions. As a result, it's critical to foster a terrain conducive
to invention. According to McCleskey (2014), transactional leadership, directive
leadership, and offensive leadership have been shown to be obstacles to invention, but
empowering leadership encourages creativity and rigidity. Innovation is an idea whose time has come for the public sector. Governments around the
world have been making statements about invention, developing invention policy, and
erecting invention units for several decades now. While, in the early days, much of this
was directed at ways for the public sector to support the private sector for invention, this
discussion expanded to include a consideration of invention within the public sector in
the late 1990s as pressure on governments to give for their citizens in the face of severe
fiscal constraints boosted in the wake of the recent global fiscal extremity. Innovation-
whatever that means-has come to be seen as furnishing results to this pressure. As a
result, public officers faced the need to deal with invention. What might invention mean
in a public sector terrain? How can it be supported? Exploration on the content of public
7
sector invention has grown in line with this interest. An egregious starting point is the
profitable invention literature, in which it sees creative destruction (Schumpeter, 1942),
driven by attempts to gain a competitive advantage in an open request. Still, there's a
clear lack of comity between this and the world of public sector organisations, which are
generally largely institutionalized, routine and threat prevented. There's no empirical
substantiation that people who work in the public sector are less innovative than those
who work in the private sector (Rainey, 1999). Some believe that people who work in the
private sector are more innovative because they're motivated by competition, or that
people who work in public institutions are less innovative because the nature of their
work causes them to avoid risking public plutocrat (Hartley, 2005) or failing in terms of
particular political respect. Still, it can be argued that high invention implicit exists in
public associations because of the lesser desire to partake ideas, information and
knowledge because there's no need to worry about giving up “competitive advantage”
(Hartley, 2014). The first argument relates to Schumpeter's idea of creative destruction,
and thus invention as a parlous business, while the alternate argument points to the
significance of effective knowledge-sharing processes that bolster invention.
RESEARCH QUESTIONS:
1-What type of leadership is required in the public sector for successful organizational
change through innovation?
2-
What can be done to develop more pro-innovation leaders in public sector?
3-How leaders, supervisors, and senior managers affect employees’ workgroups in
implementing radical or complex innovations with multiple targets?
4-How innovations interact with the dynamic operating environment of managers and
employees by measuring regulations and reform factors?
RESEARCH OBJECTIVES
:
The world today shifts towards the phenomenon of economic globalization, which,
among other things, means the totality of the market that depends on supply systems that
allow the distribution of products all over the world at a certain time, by taking advantage
of the economies of distance and quantities offered by transportation systems, the trend
8
towards The trend towards entrepreneurship and innovation, leads consumers to demand
their needs similarly, liberalization of international trade leads to an adequate global
supply of products, reduction of trade barriers and creation of international standards that
encourage more and more economic integration. Hence, institutions are forced to review
their operating methods; In order to adapt to the competitive environment characterized
by reliance on new technologies and innovation, the existence of institutions that seek to
learn and produce knowledge, the emergence of a huge number of new products, total
quality management, increasing rates of innovation, technological change and intense
competition (Berger, et al. 2021).
This study aims to explore leadership support and adoption of innovation initiatives in the
public sector in Palestine. In addition to that, this study will also seek to identify the tools
and techniques used by the public sector to support innovation. In specific, the study
seeks to achieve the following objectives:
1.To identify the reality of
leadership in
support of innovation in public sector institutions
in Palestine.
2.To explore the reality of
innovation initiatives in public sector institutions in Palestine.
3.To determine the barriers of to activating the
leadership role
in supporting and adopting
innovation initiatives in public sector institutions in Palestine.
4.
To develop a model on how
RESEARCH IMPORTANCE:
The importance of this research can be seen from the fact that this research is dealing
with a subject that matters to many researchers interested in public administration and
leadership research. Thus, this research and the factors it addresses can be considered a
starting point for future research on the explore leadership support and adoption of
innovation initiatives in the public sector in Palestine. The practical beneficiaries of this
research include officials working in the public sector in Palestine, especially those
working at the strategic level in the public sector, in addition to that, this research may be
useful to public management students in general.
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The research helps in helping key stakeholders in the public sector understand the
importance of innovation. Traditionally, the public sector is lagging when it comes to the
implementation of the latest technology. Workers in the public sector are disappointed by
the condition of digital office technologies. Various studies have uncovered that the
public sector does not have the funding and the necessary expertise to offer the relevant
digital public services. This research will provide additional information on the roles that
the leaders play in closing the gap in finances and expertise. Leaders are the key decision-
makers and they can choose to take courses of action that could significantly impact the
innovative abilities of the public sector. An example is that the public sector could
collaborate with the private sector to avoid missing out on new technologies. Other
decisions that could be made are channeling more funds to activities that are in line with
boosting technology. Also, the research will help in creating a better understanding of the kinds of leaders to be
embraced in the public sector to drive innovation. Various types of leadership styles can
be implemented in various public sectors but four of them are key in promoting
innovation (Amit and Zott, 2020). The first leadership style that can succeed in the
promotion of innovativeness is transformational leadership. Such leaders have a deep
understanding of people’s emotional and social needs and the fundamental values in
society. They are known to be explorative, curious, and have a wide range of interests.
These features of transformative leaders push them to motivate other stakeholders to
embrace change through innovation (Elmasry and Bakri, 2019). The other type of leader
who can successfully integrate innovation in the public sector is entrepreneurial leaders.
Typically, entrepreneurs are people who want to start something new that they believe in.
They are highly motivated, have a huge drive, and have a significant need to achieve.
Since these features are intricate, such people motivate others to share in the dream and
their vision for the future. This collaborative nature of entrepreneurial leaders and other
stakeholders provides a good environment for innovation. Finally, since the research paper focuses on the public sector of Palestine, it will provide
additional information to the national government on how innovation can be integrated
into everyday operations. Implementing any new aspect of development into the public
10
sector requires proper insights gotten from research conducted by various parties
(Mergel, 2018). With such information in place, it is easier to make decisions that are in
line with the condition of the organization. While research may be important in
addressing key societal challenges such as security, environment, and health, tomorrow’s
innovative efforts are a result of the research conducted today. There ought to be
sufficient public financing of research training in colleges and universities to sensitize
students about the importance of innovativeness in the future.
11
CHAPTER II
LITERATURE REVIEW
2.1 INTRODUCTION
Recently, a burgeoning literature championing artistic change has developed considerably
in public sector Institutions in order to effectively meet the changing demands of the
contemporary terrain. Despite this attention being given to managing public sector
culture, there has been little empirical analysis of the relationship between the main
factors that make up this change strategy. These factors include individual leadership,
innovation and organizational effectiveness.
2.2 SUPPORTIVE LEADERSHIP
The subject of supportive leadership is one of the behavioral concepts concerned with the
organizational behavior of the leader as the cornerstone in bringing about the desired
change in the behavior of individuals, and with his/her ability to transform virtuous
experiences and principles into practical behavior. Effective administrative leadership is
also a form of social interaction between leaders and subordinates, as it is a process by
which one person motivates the members of the organization and achieve its goals
(Christensen, et. al, 2021).
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The leader has an active role during his/her interaction with others, and this role
necessitates that whoever plays it must have the ability to positively influence others
through the display of some values such as intelligence, social maturity, interest in human
relations, self-confidence, and the ability to persuade others, and prompting them to
search for common goals that represent the main human factor that works to connect
individuals with each other, and this is known as team spirit, as the leader must have the
skill to deal with conflict within the organization and reveal its causes and transform it in
favor of promoting the performance of workers, and a leader is also responsible for
providing and sending factors that promote for creativity and innovation within the
organization (Jansen, et. al, 2016).
2.2.1 THE CONCEPT OF LEADERSHIP:
Sociologists point out that leadership is the exercise of power and influence in social
currents such as groups, organizations, communities and nations, and sciences, including
political sociology. Organizational sociology have been concerned with the problem of
power and authority within organizations (Kim, & Park, 2018). Thus, the definitions for
leadership have varied, and below we review the most prominent of these definitions:
The definition of leadership in Greek thought is derived from the verb to begin to lead or
to rule, which is in agreement with the Latin verb agere, which means to move or lead
(Semuel, et. al, 2017)
Su, & Baird, 2018 defined it as “the process of influencing the group with a specific
position in a specific period of goals in a way that motivates individuals to struggle with a
desire to achieve organizational goals, giving them experience that helps in reaching
common goals and satisfaction.
Zhang, et. al, (2019) defined it as "the leader's ability to influence subordinates and push
them towards achieving specific goals, and effective leadership depends on the leader's
ability and the circumstances in which it surrounds. Each of us can be an effective leader
through practice and experience, and following modern scientific methods in
management.
13
Zacher, et. al, (2016) defined it as "organizing and coordinating collective human activity
to achieve certain goals".
Through the above, the researcher sees that leadership is an ability and skill (influence,
motivation, direction, movement) possessed by the leader through which he/she can
influence his/her subordinates through means of communication in order to achieve
certain goals.
2.2.2 THE CONCEPT OF SUPPORTIVE LEADERSHIP:
Slokamoha Loegel defined it as stated in the study of (Christensen, et. al, 2021) as "the
process of developing ideas and vision and coexisting with values that support those
ideas and influence others".
Jansen, et. al, (2016) defined it as "the process of developing human relations within the
organization between workers and management through an inspirational push by
influencing workers and spreading a spirit of enthusiasm, organizational empowerment
through the involvement of workers in information and decision-making, and
encouraging creative innovation".
Supportive leadership was explained by (Kim, & Park, 2018) as "the leadership in which
the leader is gentle and friendly and gives attention to the social and living situation of
the subjects and their needs. The leader may do a small job in order to make the work
atmosphere in general enjoyable and comfortable for workers from a psychological point
of view and tries to treat everyone in a manner equal and without distinction.
While it was defined by (Oostlander, et. al, 2014) as "the process of developing human
relations within the organization between workers and management through an
inspirational push by influencing workers and spreading a spirit of enthusiasm,
organizational empowerment through the involvement of workers in information and
decision-making, and encouraging creative innovation”.
Rana, et. al, (2019) defined it as “leadership in which the leader delegates and assigns
tasks to employees, and provides employees with the skills necessary to complete the
task, as they work through problems and issues with employees and provide a high
14
degree of attention and training as needed. Supportive leaders tend to empathy and
respect for their employees, making employees feel valued and empowered”.
By looking at the previous concepts, it is noted that supportive leadership is a leadership
style that works on developing relationships between the leaders and their subordinates
and empowering them and their participation in the required tasks in order to achieve the
desired goals of the organization.
2.2.3 THE IMPORTANCE OF SUPPORTIVE LEADERSHIP:
The importance of supportive leadership lies in its desired benefit, as it is linked to three
elements in the organization, which are as follows (Rana, et. al, 2019):
1.
Finding a new vision through the organization's mission and strategy, as the most
important problem facing the leader is determining the appropriate service for the
organization and determining the appropriate strategy for that.
2.
Designing the structure of the organization, that the task of the leader is to design
the structure that meets the needs of the external environment, and which allows
the organization to achieve its mission effectively.
3.
Human resource management by designing the human resource system to achieve
the organization's goals, which includes reconciling employees and their roles by
defining the activities necessary to achieve the organization's tasks through
manpower.
According to Schmid, et. al, (2017), the success of the employee lies in the success of
leadership, which supports them and develops their practical abilities. This enables the
leader in administrative work to increase employee or professional productivity by 40%.
As 60% of productivity stems from the ethics and personal capabilities of the employee.
2.2.4 ELEMENTS OF SUPPORTIVE LEADERSHIP:
For leadership to be successful, a number of elements must be present, which are as
follows (Shin, et. al, 2016):
1.
A leader with leadership qualities that can be performed by a group of individuals.
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2.
A group of individuals willing to obey or contribute to the application of
leadership concepts.
3.
A specific leadership system that works to achieve the goals of the group.
4.
The type of group, formal or informal, for each style and approach.
5.
Driving motives, which are economic motives, love of control or a desire to
achieve personal effort.
2.2.5 SUPPORTIVE LEADERSHIP RESOURCES:
Supportive leadership stems from several sources as follows (West, et. al, 2015):
1.
Experience and skill: The leader is characterized by skill and extensive experience
because it gives the followers confidence in their leader.
2.
Source of financial appreciation award: The leader has the ability to make
financial decisions as he/she rewards those who do the work.
3.
The source of personal influence: It depends on the personal qualities of the
leader, the stronger his/her personality and persuasion, the better things will be.
4.
Regular power: It is the influence on subordinates using the authority granted to
the leader.
5.
The source of influence from respect: The rules of personal integrity, old age and
seniority.
2.2.6 CHARACTERISTICS AND FEATURES OF SUPPORTIVE LEADERSHIP:
There is a set of characteristics that distinguish supportive leadership from other
leadership styles, and these characteristics and advantages are as follows (Elsaied, 2019):
1.
Initiative and ambitious innovation: The group often expects the leader to be the
most proactive and innovative member, as he is the first person the group expects
to start with behavior.
2.
Social interaction: The group expects the leader to be the most contributing
member and expects him to be more friendly and warm in his emotional
responses.
16
3.
The control: The leader has a desire more than others to control and give orders
and focus power and strength in his hand.
4.
External representation of the group: Here the leader acts as an officer of internal
public relations from the members of the group to each other.
5.
Integration: As the leader works to achieve social integration in his group and
relieve tension and respects the principle of collective leadership and works to
strengthen it.
6.
Planning, ordering and organizing: The leader, in conjunction with the members
of the team, contributes to the process of planning collective behavior, organizing,
coordinating and directing this behavior, and focusing the members' attention on
the goal.
7.
Media: The leader plays an important role as a media man in the group, informing
it of the facts of matters
8.
Psychosocial compatibility: This is necessary in leadership behavior and
consensus requires balanced social relations between the leader and the followers.
From the above, it is clear that supportive leadership works characterized by the support
of subordinates by providing advice, care and attention to the needs of subordinates by
creating a positive and comfortable working atmosphere for the psyche of workers within
the organization. and frustrations.
2.2.7 SUPPORTIVE LEADERSHIP THEORIES
2.2.7.1 WILLIAM OCHEY’S THEORY AND INSPIRATIONAL IMPULSE:
The follower of organizational thought works through the total changes of management
patterns to achieve new achievements, and this is what the Japanese institutions have
achieved in terms of superiority, which is what we highlight through our touch on the
most important ideas of the Japanese theory of organization (Z). This means that it
emphasizes the human aspects and deepens concepts in the field of work, thus
highlighting the importance of qualifying individuals and improving performance
through motivation or inspirational push. Work and commitments to organizational goals,
17
and the characteristics of the Japanese organization can be reviewed in the framework of
(Z) theory as follows (Kakar, 2014):
1.
Organic organization: It is in which the individual worker feels his connection
with his fellow workers through cooperation and participation in effort, thought
and commitment to achieving the objectives of the institution.
2.
Management group: It is one of the features that characterize Japanese
organizations in their group where cooperation, integration and participation in
decision-making and setting goals, as it has proven that unanimous decision-
making is more creative and more effective than individual decisions.
3.
Human relationships: It is represented in the rule of the collective leadership and
cooperation style. The leader provides the necessary facilities to complete the
work as the worker enjoys a high degree of freedom to complete the work.
4.
Solve problems related to the completion of work: It is carried out at the lower
levels and in case of failure it is escalated to the higher levels.
5.
Motivation to work: The Japanese organization is characterized by equality and
justice in addition to security and independence.
Through the previous presentation, William Uchi developed the theory (Z) in
management. This theory attempts to integrate Japanese and American management
practices as well. This theory directs the American to personal responsibility with the
Japanese emphasis on collective decision-making, slow evaluation, promotion, interest in
work, and other factors that Uchi recommends such as length of use. and career path
characteristics, and represent compromise, work, and middle ground from traditional
Japanese and American practices. 2.2.7.2 McGregor DOUGLAS THEORY AND POSITIVE EFFECT (Y):
This theory assumes that the active human being is ambitious and positive and wants to
work and finds if the appropriate conditions are available for that, and he also has the
ability to be creative and also desires to take responsibility as well as participate in the
group in achieving the goals that he aspires to reach or achieve, and the needs that he
wants satisfying them is not limited to security and physical needs only, but extends to
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include psychological and social needs such as appreciation, respect and self-affirmation,
and from this, the theory adopts the concept of positive influence, which means the
leader’s possession of the vision and a strong sense of the higher mission of the
organization, and instilling a spirit of pride in the hearts of his subordinates as it leads to
achieving trust and respect by them, the ideal effect is that as patterns or symbols and the
position occupied by leaders, workers view them as an example of morals and values and
express feelings of admiration, respect and trust towards them, in addition to that, the
leader’s behavior and practices that embody concern for public interests make him more
influential. The assumptions underlying Douglas McGregor's (Y) theory can be
summarized as follows (Gürbüz, et. al, 2014):
1.
Adherence to ethical standards. The ability of the ordinary individual to practice
creativity, development and creation is a widespread ability among individuals, so
the leader's behavior for the position he occupies, as the workers view him as an
example of ethics and values.
2.
Vision and a strong sense of the higher mission of the organization because the
individual can, if placed in appropriate conditions, and achieve the mission of the
organization.
3.
The worker also makes muscular and mental effort a natural thing, such as
playing and resting, and also in light of the circumstances and contemporary life,
as what is used from the capabilities of the actors is a partial use, such as the
preference of workers over their individual needs, for example.
The role of the manager or leader in theory (Y) is as follows (Elsaied, 2019):
1.
Follows a pattern that encourages participation, and decisions are taken by
consultation.
2.
It gives workers a kind of autonomy and encourages them to take responsibility
3.
It makes them feel a sense of belonging to the work and helps them to develop. It
also encourages teamwork, as the leader’s experiences and ability
4.
The mentality makes the leader a source of admiration and the ability to influence
others, the effect that occurs through continuous communication with workers in
work situations.
19
2.2.7.3 BEHAVIORAL THEORY AND THE ABILITY TO MANAGE CONFLICT:
This theory assumes that management is the pattern of behavior followed by employees
and not an abstract organizational principle where management must intervene in conflict
resolution in two cases as the following (Kakar, 2014): 1.
If the level of conflict exceeds the specified or desired level, the administration
has the duty to intervene to reduce it to the desired level.
2.
If the level of conflict is lower than what is desired, it is the duty of the
administration to intervene to activate the conflict and raise it to the desired level.
The study conducted by Anderson et king 1191 points to the fact that the organization
that seeks to achieve the goals of renewal and innovation, must take into account the
impact of conflict as one of the basic variables in affecting the organization's ability to
grow and continue, and successful examples in this field that experience carried out by
the American General Motors Company to discuss and resolve organizational conflicts
within the company and through methods to study the development of managerial
thought and theories that dealt with the issue of organizational conflict, we find that some
of them see that conflict does not exist and that the manager has a rational decision and
the employee must obey the manager Without discussion, otherwise subject to
punishment or dismissal, and some theories see that conflict is necessary and inevitable in
the organization and cannot be avoided and that the human element is of great importance
in the organization and sees that leadership has an important role in influencing behavior
and job satisfaction and called for the need to follow the democratic method And that
man has needs that he seeks to fulfill (Shin, et. al, 2016).
2.2.8 SUPPORTIVE LEADERSHIP DIMENSIONS:
The study of Kazemi, & Corlin (2021) refered to dimensions of supportive leadership as
the following: 1.
Emotion: It refers to the mutual feelings between the leader and his subordinates
and depends mainly on the personal attraction between them more than work or
professional values, and this affection may be manifested through the desire of the
20
parties to the relationship to develop the relationship among them to return to
them with rewarding results for them. Between them where there is a tendency
between each other in a complementary bilateral relationship towards each other,
and this love and friendship between individuals is based on the personal
attractiveness of each of them, except for the feelings of respect that arise from
fellowship and professional values.
2.
Loyalty: Loyalty is defined as the extent to which both the leader and his
subordinates publicly support the actions and personalities of the other. Loyalty
involves being loyal to the individual who is generally compatible with others in
various situations. Loyalty is also represented in the amount shown by both
leaders and subordinates with the leader’s visions and goals and to show loyalty
to him, and some see Loyalty as the best dimension in the dimensions of
supportive leadership, as it plays a critical role in supportive leadership. Loyalty
has been studied as a tool in determining the types of tasks undertaken by
subordinates, as leaders are more loving and supportive of subordinates who do
not undertake tasks in which responsibility for work is required.
3.
Contribution: It refers to the awareness of the amount, direction, and quality of
work-oriented activity that each member places towards the common goals
(explicit and implicit) of the organizations in which they work. What is important
in evaluating work-oriented activity is the extent to which subordinates bear
responsibility. The manager provides resources in response to this activity.
4.
Professional respect: It is a perception of the degree to which each member of
the relationship has built a good reputation within or outside the organization, and
this perception may be based on historical data about the person such as each
individual's personal experiences, comments that individuals make about the
person, awards or other professional recognition of what the person has achieved,
as this facilitates the formation of a viewpoint about the person before work or
even before meeting him, even if it is not required.
5.
Individual Considerations: It means the extent to which the leader cares about
workers at the individual level and respects them by taking into account the
individual differences between them, and dealing with them with mutual love, as
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he meets their personal needs, listens to them, and that their achievements receive
his attention and encouragement, as he cares about their special needs and works
on training and guiding them to achieve further growth and development
according to his capabilities, the transformational leader gives personal attention
to his subordinates, and realizes the differences between them, and hence he treats
each one of them as an independent individual, independent of others, but with
fairness, and without favoritism. This element also means the personal and
individual leader’s interest in his subordinates and dealing with each of them in a
special way, work on training them to achieve further growth and development.
2.2.9 ADMINISTRATIVE AND BEHAVIORAL SKILLS OF SUPPORTIVE
LEADERSHIP:
There is a set of skills that a supportive leader possesses and refers to which are as
follows (West, et. al, 2015):
1.
Intellectual skills: Efficiency means generating ideas, sensing problems, providing
solutions and coming up with more innovative opinions.
2.
Technical skills: It means the ability to handle situations and efficiency is the use
of information and available means to get the work done.
3.
Organizational skills: It is the ability to understand the organization's goals,
systems and plans, distribute tasks and coordinate efforts.
4.
Human skills: The ability to deal successfully with others, the ability to conduct
employees and their motives, which helps to satisfy the needs of members of the
group and achieve common goals.
2.2.10 SUPPORTIVE LEADERSHIP PRACTICES:
According to Christensen, et. al (2021), that the supportive leader is the one who
performs the following practices:
1.
Create an environment that encourages communication: Constant communication
is an essential skill in any kind of relationship, but its absence in the team is a sure
sign that there is a problem, and as a leader, you must create a friendly space for
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communication, a safe place for self-expression and sharing ideas without fear of
embarrassment. By encouraging the expression of different ideas and visions, by
providing and receiving effective feedback, practicing active listening, mastering
verbal and nonverbal communication, dealing with difficult situations, and
creating psychological peace.
2.
Building trust: The metaphor of the infallible strong leader is outdated, and
following him may be detrimental to the success of the leadership, which goes
hand in hand with preventing the success of the work team. If a leader is soft and
open with his team, the team will also not be with him, but before any leader acts
with a softness and openness, there must be mutual trust. The best way to gain
trust is to give it free of charge, so the leader should trust your team members to
build strong foundations for their relationships and admitting his flaws will earn
him the trust and respect of those he is working with as well.
3.
Motivating people to work: A large part of leadership is inspiring and motivating
the work team towards a common vision and goals, as people get excited when
they feel that their hard work serves a greater purpose, so the leader must take
enough time to explain how their daily tasks relate to the bigger picture, or to the
ultimate goal of the organization. Whoever in the team has the same mission and
purpose in mind, cooperation and teamwork become their most important
strength, and care must be taken that everyone receives frequent recognition for
their efforts.
4.
Develop emotional intelligence: In the position of a supportive leader, the leader
must develop his social skills and emotional intelligence to be able to deal with
human elements in the highest efficiency, and it begins with the leader getting to
know himself better, and then he can become more aware of how his feelings
affect his behavior, and how his behavior affects his other people's feelings,
including being able to determine what builds their opinions and avoid projecting
them onto people (or a specific group of people). It can be difficult to understand
the way others think or feel, but working on it will help you more effectively
identify the team's needs.
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5.
Mentoring and Empowering Others: A supportive leader is as strong as his team,
so he must build his team as best he can, by supporting them and helping them
develop their technical and practical skills, see their social skills and self-
confidence, mentoring your team directly is a great way to communicate with
them if there is enough time and experience, or by hiring a suitable person to do
the job.
6.
Fostering a Learning Environment: Encouraging curiosity and learning will not
only keep employees engaged, but will also lead to the creation of new creative
ideas that will give the organization excellence, and the supportive leader must
create a space that gives security for people to think outside the box and to test
new methods or even to fail, the role of the leader is to encourage taking
thoughtful risks helping everyone find lessons to learn from those risks, regardless
of whether they are winners or losers, and as a leader, he must create an
environment that encourages learning by talking about hypotheses, tests, and
iterations, rather than imperatives, outcomes, and end products.
2.2.11 DETERMINANTS OF SUPPORTIVE LEADERSHIP BEHAVIOR
2.2.11.1
FIRST: LEADERSHIP BEHAVIOR IN ORGANIZATIONS
Leadership is a continuous interaction between the leader and his subordinates, and the
success of the leader depends on the extent of the success of this interaction within the
framework of administrative leadership. In organizations, it is represented by the activity
of the administrative leader within the organization. Some management writers indicated
that the distinguished leader is characterized by the following components (Rana, et. al,
2019):
1.
Excellence in the characteristic of thought, optimal direction, leadership
readiness, and a distinguished vision for all the activities of the organization.
2.
The ability to motivate and encourage the talents and skills of others, whether at
the level of individuals or groups, and to develop and care for their initiative.
3.
Working on investing the results of guidance, and employing the talents of others.
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Studying leadership behavior helps to develop the effectiveness of the use of human
resources in the organization, and raises the interest of employees in the activity they
practice and encourages them to develop their talents and skills. Accordingly, the
supportive leadership must give attention to the following matters:
1.
Constructive goals and scientific programs: The leader should be concerned with
the values related to the achievement of goals.
2.
Commands and order: The leader must be aware of the relationships between
employees and their jobs that they must perform effectively.
3.
Giving the appropriate reward: The mutually good relationship between the leader
and subordinates is an important part of supportive leadership behavior.
4.
Distinguished Behavior and Role: The leader has to perform various actions in
correct ways.
2.2.11.2 SECOND, THE DETERMINANTS OF THE EFFECTIVENESS OF THE
SUPPORTIVE LEADER:
Each leader has his personality, value, perceptions, ambitions, goals, and leadership
philosophy that distinguishes him from others.
Factors related to the group and its members headed by the leader:
Groups vary in size, cohesion, standards, culture, etc., and these factors all affect the
effectiveness of an individual.
1.
Organizational factors: An organization's policies, philosophy, culture or nature of
its operations, organizational structure and other organizational matters have an
impact on a leader's effectiveness.
2.
Cultural factors: The leader's effectiveness and leadership style are greatly
affected by the culture of the society he is a part of and by the culture of the
organization in which he works.
3.
Conditions of a situation: It includes the clarity of the tasks and procedures, the
complexity of the work, the capabilities and skills that they require, the
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availability of information and the pressures faced by the leader, as well as the
nature of the problem. Finally, the time factor has an impact on the leader's style.
2.2.11.3 Third: Qualities of a Supporting Leader
The supportive leader is characterized by a set of qualities and characteristics that
distinguish him and these are represented by the following qualities (Jansen, et. al, 2016):
1.
Character traits:
o
Good reputation, honesty and good mora
o
Calmness, poise, handling of matters and the ability to control oneself.
o
Physical strength, health safety and good appearance.
2.
Leadership qualities:
o
Full knowledge of human and labor relations.
o
Familiarity with the regulations and laws regulating work.
o
Ability to spot errors and accept constructive criticism.
o
The ability to create a suitable and appropriate atmosphere for work.
o
Avoid being aggressive and confront subordinates.
2.3 Innovation Initiatives
2.3.1 Introduction:
Innovation has been seen since a few decades ago that it is what creates wealth and gives
the innovation-based institution the ability to compete and reach new products, customers
and new markets in a faster time and better than its competitors, but more than that, it is a
determining factor for the continuity and survival of institutions, which is the basic
competition law that prevails in the business world at the present time (Di Vaio, &
Varriale, 2018,).
That is why contemporary organizations seek excellence by working to achieve results
that have not been achieved before, and therefore the adoption of innovation has become
very important, as it is one of the important roles in administrative work (Hassi, 2019).
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Hence, we can consider innovation as another new aspect of the change process through
the awareness of administrators and organizations to the extent of the need for
improvement in administrative processes and to provide an appropriate climate that
enables workers in organizations to show their innovative ideas, adopt and exploit them.
On this basis, we will address in this topic innovation in terms of concept, importance
and influencing factors.
2.3.2 THE CONCEPT OF INNOVATION:
In recent years, the management science has been interested in the concept of innovation,
and there is no doubt that this interest is due to the importance of the topic of innovation,
as it is a complex and multidimensional phenomenon that affects all fields, and as
Alexandru Rochka says that innovation is a very complex process, with multiple faces
and dimensions (Millar, et. al. 2018). Researchers’ definitions of the concept of
innovation have varied, and the following are the most prominent of these definitions:
1.
Innovation has been defined by (Mokhber, et. al, 2018) as "the development and
application of new ideas in the institution, and here is the word comprehensive
development, it covers everything from the new idea to the realization of the idea
to bringing it to the institution and then implementing it".
2.
Longman defined it as stated in the study of (Novitasari, et. al, 2020) as "any new
invention or an improved method of producing a commodity, as well as any
change in production methods that gives the product an advantage over
competitors in achieving a temporary monopoly".
3.
(Purwanto, et.al, 2021) defined it as "the organization's ability to come up with
something new that adds greater value and faster than competitors in the market".
4.
(Semuel, et.al, 2017) believes that administrative work can represent an
innovation if it is as follows:
o
Something new for the society in which it is intended to be applied (meaning the
work group, a particular department, or the institution as a whole) even if it is not
necessarily new to the individual or those who are providing it.
o
Something intended and not accidental.
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o
The innovation should not be just a routine change, for the institution to hire a
new person to replace another person who resigned or reached the retirement age,
it cannot be considered an innovative change. Otherwise, creating a completely
new job can be considered an innovation.
o
That the innovation aims to achieve a benefit for the institution, some of its sub-
sections, or the wider community.
o
The innovation should be characterized by the generality of its effects. If one of
the employees makes a change in his work and this does not affect the rest of the
individuals in the organization, then this is not considered an innovation.
Through the foregoing, it is clear that innovation in administrative work consists in
bringing about new additions, and because management is a conscious and purposeful
activity, this new is directed towards achieving the best response to the services and
products of the organization and the needs of its internal and external customers, and
increasing performance drastically or gradually, as in the concepts of re-engineering and
continuous improvement, and improving working methods.
2.3.3 INNOVATION DEFINITION
Innovation is defined as a way to find new solutions to the challenges we face, as it is
defined as any thought, behavior or thing that is new and because it is qualitatively
different from the existing forms, and it is also the observation and generation of new
ideas through the availability of divergent viewpoints and coordination of actions
necessary to implement these ideas and translate them into innovations (Lewis, et al.
2018).
While Martin, et al. (2007) referred to the concept of innovation as the process that
transforms knowledge into value. While we find from the perspective of the organization
that innovation starts from innovative ideas to the process of successful application of
innovative ideas within the organization. It may be by individuals or work team and this
is what he referred to Golden, et. al, (2005), According to the economic, where he
defined innovations as the radical technological innovations that lead to profound
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changes in productivity, stimulate economic growth and create businesses in the
industrial and service sectors, and improve social welfare. 2.3.4 INNOVATION ELEMENTS
Borins, (2002) sees innovation that the basic elements of creativity are:
The ability to strategic planning: the ability of the organization to set future plans for
development and change, the means of dealing with them, the presence of the vision, and
the unification of the efforts of employees towards achieving goals efficiently and
effectively.
Building the institutional culture: emphasizing the needs of workers, looking at them as
members of a family that must be taken care of and trained, and establishing distinct
performance standards for their performance, and allowing them to participate.
Najm, et al. (2003) stated the innovation elements as follow:
1-
Undertaking and commitment to the major problems of management.
2-
New principles that clarify modern curricula
3-
The usual and familiar demolition of management
4-
Analogous to model organizations that redefine what is possible
2.3.5 INNOVATION TERMS
Borins, (2002) indicated that creativity has six basic conditions:
1- Authenticity: It is the individual’s ability to generate new ideas, which no one has
preceded, and the less common the idea, the higher the degree of its originality.
2- Fluency: An individual’s ability to produce a large amount of ideas in a specific period
of time. Fluency is the bank of innovative ability. Among the types of fluency are the
following:
A- Verbal fluency: It is the ease in producing words under certain structural conditions.
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b - Correlative fluency: It is the ability to quickly produce words that share a meaning or
any other characteristic.
c- Intellectual fluency: It is the ability to recall as many appropriate ideas period of time.
d- Expressive fluency: It is the ability to think quickly in forming coherent and connected
speech, and formulating linguistic structures.
3- Flexibility: It is the diversity of ideas in essence, not being rigid about one type of
solution or stopping at a specific way to find solutions.
4- Allergies: It is the ability to sense problems and realize their nature.
5- Deductive: The tendency to blur the details, and the ability to creatively elicit them,
linking a number of ideas and thinking about them at the same time.
6- Acceptance: The importance of accepting the idea or product from others so that it
becomes a creative work.
2.3.6 INNOVATION MANAGEMENT
Idea management is an organized process of obtaining ideas, and evaluating them to
determine the idea that allows the creation of added value for the organization and leads
to the achievement of creativity and innovation within the organization.
Establishing a management of ideas that helps encourage participation in innovation
requires a number of factors, including the following (Moussa, et al. 2018):
1 - Create an appropriate atmosphere and environment and follow a simple rule to
stimulate the creation of ideas and contribute to innovation represented in “the best way
to get an innovative idea is to have a lot of ideas.”
2 - Attention to individuals, and all ideas.
3- Encouraging new and innovative ideas.
4 - Managing productive ideas and creating a contribution to innovation.
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An innovative idea is a network of interconnected ideas that change and can be developed
and improved through exchanges and dialogue between different stakeholders.
2.3.7 THE IMPORTANCE OF INNOVATION:
Innovation has become a criterion in the light of which determines the degree of progress
and advancement of countries and nations, but more than that, it has come to be seen as a
source of wealth and an important factor in advancing social and economic development,
and one of the important indicators that help greatly in inferring the extent of the
institutions’ progress, and in general what is observed today on the efforts made by
contemporary institutions on research and development activities, which may cost them
large sums of money and may last for many years despite the high risk involved due to
the high rates of innovation failure, especially from a commercial point of view within
the market, is evidence of the realization of the importance of innovation by these
institutions, and the importance of innovation can be summarized in the following points
(Su, & Baird, 2018,):
1.
Develops and monitors personal skills in thinking and group interaction through
brainstorming teams.
2.
It increases the quality of decisions made to address problems at the level of the
institution or at the level of the various technical, financial, marketing and
communication sectors, and those related to the social work environment.
3.
Improves the quality of products.
4.
Help reduce the period between introducing a new product and another, which
contributes to the organization's distinction in terms of competition in time.
5.
Helps to create and enhance the competitiveness of the enterprise.
6.
Helps to find ways to activate and increase sales volume.
7.
Helps to create and enhance a good mental image of the institution with its
clients.
8.
The institution's introduction of innovation that no one has preceded before may
allow it to have a partial and temporary monopoly on the market, depending on
the degree of innovation intensity.
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2.3.8 FORMS OF INNOVATION IN INSTITUTIONS:
In general, innovations take three forms in organizations and they are as follows (Zacher,
et. al, 2016) and (Zhang, et. al, 2019):
1.
Managerial Innovation: It is represented in rational decision-making processes,
the development of the human mindset and the development of the organizational
structure, so that all of this affects the actions that are related to the actual aspects
or innovative thinking.” Rather, he/she has the audacity and the ability to take
risks in adopting new ideas and solutions that differ from stereotypical thinking
and the traditional method, and in general, administrative innovation means
bringing new things beyond one method to multiple methods, which means that
administrative effectiveness has more than one way to achieve administrative
goals with high efficiency. 2.
Technical innovation: Technical or technological innovation was defined
according to the report of the Central Advisory Council for Science and
Technology in the United States of America in multiple ways, but innovation in
this report took on a general meaning referring to the commercial, industrial and
technical steps that lead to the marketing of new and manufactured goods, and the
commercial use of new technical equipment and processes. It can be defined as
making changes by introducing new technology to the organization related to the
main business activity, which includes basic elements such as new products,
services and new elements in operations, and presenting new ideas, methods,
tools, often in the form of new technologies, and technical innovation lies in being
known as new products, new processes, new technologies, or their improvement,
and institutions agree to create innovation, whether as a new process or marketing
a new product, and most technical innovations are related to innovation in
institutions, and there are other functions of technical innovation represented in
the creation of human capital, the creation and dissemination of technical
opportunities and products, and improving the relationship between enterprises,
creating a labor market.
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3.
Additional innovation: Additional innovation is defined as innovation that goes
beyond traditional functions, such as marketing professionals developing a
marketing program with the help of customers, and promoting a unique public
service program, these two are additional innovation, innovations that define the
boundaries of the organizational environment, and that go beyond the primary
functions of working in the organization, with the aim of providing improvements
in products as additional services, to meet market needs and to use the
institution’s capabilities in the field of research, development and training. This
type of innovation relates to programs and services that go beyond the basic
functional activities of the institution, such as educational job development
programs and public offices. 2.3.9 FACTORS AFFECTING INNOVATION:
The many studies that dealt with innovation and innovative activity have contributed to
identifying many of these factors affecting it, and there are three groups of interrelated
and mutually influencing factors affecting innovation, namely: the group of personal
characteristics at the level of the innovative individual, the group of organizational
characteristics in the organization and the group of general environment factors in the
community is as follows:
1.
The set of personal characteristics: The innovative individual is considered the
core of the innovation process within the organization and the starting point, as it
was initially believed that innovators are individuals with high intelligence only,
and therefore innovation is limited to a certain category of enjoyment such as
scientists, but recent studies have proven that innovation is a general human
phenomenon and not a phenomenon specific to anyone, but this does not negate
the existence of a minimum of personal qualities that must be available in the
innovative individual, and many researchers have studied the behavior of
innovative people in an attempt to determine the characteristics of innovative
individuals, including Charles, where he found that innovative people have a
number of Important traits, including the ability to focus on what could be, rather
than what is, they are distinguished by (Di Vaio, A., & Varriale, 2018):
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a.
Curiosity, and asking high questions about work.
b.
They challenge traditional ways of doing things.
c.
They prefer to look beyond frames of reference and think outside the box.
d.
They bring new perceptions of ways to face problems and opportunities.
e.
The tendency to complicate, by thinking of unfamiliar things to solve difficult and
complex problems.
f.
The tendency to doubt, which leads them to ask unfamiliar questions about
everything, and perhaps these questions may even extend to the intuitions.
2.
The set of organizational factors: Institutions represent a highly influential
regulatory framework on the innovative activity of individuals. Individuals do not
work in a vacuum and cannot work outside their surroundings and organizational
context. Studies have proven that organizational conditions within institutions
affect the innovative effort through their impact on individuals with innovative
characteristics, and the following are the most important factors Organizational
Impact on Innovation (Hassi, 2019):
a.
Enterprise strategy: Here we can distinguish between two types of institutions,
institutions that follow an innovative strategy, which are institutions that make
innovation a source of competitive advantages in the market and one of the
dimensions of their strategic performance in it. Innovators and there are many
areas and opportunities for them in order to do what they have to in the formation
and development of the foundation's base of innovations, while the second type
confronts the innovative activity to maintain the status quo.
b.
Leadership and management style: There is no doubt that leadership plays an
effective role in stimulating or hindering innovation within the organization, as
leadership is defined as “the practice of influencing employees (workers), so that
they cooperate among themselves in order to achieve a common goal”. The
innovative leadership in the organization is what spreads the atmosphere of
innovation. There are incentives, while the bureaucratic leadership to maintain the
existing situation finds dangerous change that spreads chaos, and if the first
leadership style is characterized by democratic style, flexibility, freedom from
hierarchy and rigidity of structures and rules, and the tendency to work teams and
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independent units, then the second type (bureaucratic) It is characterized by
centralization, inflexibility, hierarchy, robust routines, and bottom-up
connections.
c.
The team: The team is defined as “a grouping of two or more individuals in a
regular interaction that is stable over a certain period of time to embody a
common interest and achieve a common goal”. Studies have proven that the
team’s performance as a unit of performance is superior to the individual or to
departments, and the experiences of successful organizations have shown that the
transformation from the traditional organizational structure to use work teams can
form the most favorable climate to promote and support innovation.
d.
Organization culture: The culture of the institution is defined as “a set of values,
customs, concepts and rituals that were formed over the past period that give the
institution a certain distinction in doing things, and we find that bureaucratic-style
institutions tend to maintain their current culture, which makes them unsuitable
for innovation and the concepts, traditions and customs that come with it new
institutions, unlike innovation-based institutions, which are supposed to have a
high capacity for cultural innovation, which introduce important changes to
existing structures, policies and concepts in favor of cultural change and what is
commensurate with the trend towards innovation.
e.
Influencing factor: The innovation in the institution is affected by the influencing
factor that can stimulate or hinder innovation, and therefore the institution must
take into account the influencing factor in each innovation to ensure appropriate
regulatory conditions for innovation.
f.
Telecommunications: Communication plays an important role within the
leadership and management structure, as it maintains the flow of work within it.
The more there are good communication systems, the more efficient the
performance. Communication is the leaders’ means in managing their activities
and in managing and achieving work goals, and therefore communications differ
according to the type of leadership and style in the institution. In innovation-based
institutions, communication facilitates the formation of teams and the sharing of
information among its members. This is what network communication can do, as
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it leads to accelerating the movement of information and knowledge and then
accelerating the allocation of resources and decision-making, and otherwise in the
bureaucratic-oriented institution in which communications are part of the
structure defined by lines of powers and responsibilities, which creates the
isolation of jobs and individuals, and thus limits the organization's ability to
innovate, which is originally undesirable. 3.
The set of factors of the general environment in society: The innovative
individual, like the voice, does not exist out of nowhere, but rather is born in a
society that attaches great importance to innovation and promotes it. Man is the
son of his environment. In other words, the environment surrounding the person
either helps the emergence of innovation and works on its survival and continuity,
or it may prevent its emergence and continuity and only encourage dependence.
And imitation, transmission and simulation, not only individuals but also
institutions, all of which are affected by the general environmental factors in
society, and we can refer to the general environmental factors in society as the
following (Millar, et. al, 2018):
1.
Characteristics and tendencies prevailing in society: These characteristics and
tendencies are as follows:
a.
Social and Cultural Factors: The interaction of the individual and society is one of
the factors and variables that determine the personality and behavior of the innovator.
This interaction begins at the family level, which constitutes the first social environment
for the innovator, and then comes the role of educational and cultural institutions in
motivating the individual to pay attention to creativity and innovation through the means
of education, cultural guidance and incentives.
b.
Political factors: It is considered a crucial element in the innovation process, as
the continuous support of the political leaders for innovation in society leads to the
explosion of innovative energies from the individual level to the level of the institution
and society, and this is through encouraging institutions and research programs and
allocating material and moral incentives and developing educational and educational
curricula that help on the growth of innovative and creative capabilities.
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c.
Institutional base for research and development in society: Innovation-oriented
societies usually supplement the necessary infrastructure for innovation and promote it
for the benefit of innovative individuals and innovative institutions, and among the
factors affecting this base.
2.
Research centers and universities: It has a major role in creating solid traditions of
basic research, enriching human knowledge heritage and applied research, and it helps in
developing the community’s balance of practical innovations (technology) and products,
and it also plays a role in creating and enhancing the status of distinguished and
innovative researchers.
3.
Patent System: The patent system of intellectual rights and patents plays an
effective role in creating an institutional dimension to protect the rights of innovators and
innovative institutions, and we can define a patent as “a certificate or document granted
by certain official bodies that includes recognition of the invention, which entitles its
owner to a person or institution the right of ownership”. Thus, the patent system gives its
owner the right of a monopoly that is protected by law from imitators.
2.3.10 INDICATORS AND METHODS THAT SUPPORT INNOVATION:
The development and spread of new technology play a central role in improving
productivity and competitiveness. The global economy is being reshaped by new
information technology and radical technological changes located in a number of other
specialization branches of science and technology, and innovation can occur in any
branch of the economy, but the innovations that occur at the level of institutions, it has
been credited with bringing huge direct benefits to the growth of the national economy
(Mokhber, et. al, 2018). Therefore, attention is focused on evaluating innovation in the
institutional sector in general and at the level of individual institutions:
1.
Innovation Measurement Indicators: Despite the difficulty of measuring
innovation, we provide usable indicators in this section. Innovation, as we have
previously shown, is to be the first institution to reach the concept or idea, the first
to reach the product, and the first to reach the market, and on the basis of this
identification we can present the following indications:
2.
Innovative Idea Index: They are as follows (Purwanto, et. al, 2021):
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o
The number of ideas that are generated in the period of collecting ideas: as this
number is large, the better the chances of obtaining a new and feasible idea in the
sifting stage
o
The time to reach the idea: the faster the better. And the fastest reach is on the
basis of calibration with the leaders in the market or historical calibration with the
period of arriving at new ideas in the past period in the institution.
o
The number of new ideas that become candidates for follow-up and
implementation: These ideas are the ones that get the most attention at this stage
because they are the ones that can be converted into products and then
commercially marketed to the market.
o
The period to the product: This period is important because competition always
threatens to reach the new idea faster and transfer it to the business model
o
The number of improvement proposals that are introduced to the new idea: The
greater the number of improvement proposals, the positive indication in reducing
the many causes of failure resulting from the inappropriateness of the new idea to
the capabilities of the institution.
o
Number of selected ideas that failed before turning into the first product: Some
ideas are selected for the purpose of implementing and converting them into
products, but an institution that abandons them for any internal reasons (lack of
obtaining the support of higher authorities, the desire to continue reaping benefits
for a longer period than the current products ...etc).
o
Idea cycle: It is the time period between one or more researchers submitting an
idea and determining the institution's position on it in approval or rejection.
o
The number of ideas that can be adopted in order to work on converting them into
new products at one time: as new ideas face continuous sifting at each stage of
their transformation into a product and then their arrival in the market.
o
The cost of the first to the idea: Since cost-effectiveness is necessary at this stage,
this indicator is necessary in order to improve performance in it.
3.
Proactive product indications: They are as follows (Semuel, et. al, 2017):
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o
The period from idea to product: It is the period between presenting the new idea
for the first time and converting it to the first model of the product, and
institutions usually try to reduce this period.
o
The idea to the product or service: It is the period that extends from the stage of
adopting the new idea until it is converted into the first model, and this period is
very important for the institution in transferring the new idea that was considered
feasible to the first model of the new product or service.
o
Percentage of new products or services that have been built from the new ideas
presented: the higher this percentage is, the more it indicates that the ideas
candidates and the institution's technical and engineering ability in the institution
are higher.
o
Number of improvement proposals for the new product: the participation of
employees can contribute to collecting more and broader proposals in order to
reach the first improved model for the new product.
o
The number of new products of the institution compared to other institutions
during the past three years: As calibration in this field provides an opportunity to
understand the institution's innovative position compared to the best competitors
or the industry average.
o
The number of new products that failed before they reached the market: the
institution faces the problem of late evaluation of the idea and the product, which
makes the institution abandon the new product in its last stages of development.
o
The number of new products being worked on simultaneously: This indicator is
necessary to face the high failure rate in converting new ideas into new products.
o
The number of new products that require new (technology) processes: such
products have a higher risk and can achieve a longer monopoly period until other
competitors join the institution.
o
The cost of the first to the product: Because the product is still in the cost stage
and has not left the institution to the market to move to the return stage, this
indicator is one of the cost-effectiveness indicators that the institution must work
to reduce this cost continuously compared to previous periods.
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4.
First indicators to the market: The various first indicators to the market are as
follows (Zacher, et. al, 2016):
o
The period from the idea to the market: It is the period from the presentation of a
new idea until the arrival of the new product to the market, and institutions seek to
reduce this period by taking various measures, whether by forms of organizational
support (liberating the new product project from regulatory procedures) or the
integration team and others.
o
The period from the first model to the market: It is the period between arriving at
the first model until its production for the first entry into the market.
o
The number of new products that reached the market from the institution: a
comparison with the best competitors in the market or with the industry average
during the past three years.
o
Number of products abandoned by the institution: during the past three years
compared to the best competitors or the industry average.
o
The ratio of successful products in the market to the total number of products that
were introduced to the market during the past three years: This indicator reveals
the effectiveness of innovation in the market in terms of the organization's ability
to innovate, to identify and solve the problem, to search for something completely
new, or for new improvements that add value to existing products and use them.
2.3.11 LEADERSHIP PRACTICES THAT SUPPORT INNOVATION:
There is a set of practices that leaders carry out and work to support and adopt innovation
in organizations, and these practices are as follows (Su, & Baird, 2018):
1.
Clarity of goals: Objectives are defined as the goals to be reached, and no
collective effort can be imagined without goals. Objectives are the starting point
in planning because they determine the general direction of collective efforts. It
was also mentioned that setting goals is setting quantitative, measurable and
objective goals that are consistent with the organization’s ability and are clear so
that they are understood by all. Employees are flexible and adjustable according
to the needs of the organization.
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2.
Empowerment: Empowerment of leadership is the process of implementing
conditions that enable the sharing of authority with employees by defining the
tasks and functions of employees, supports decision-making to a large extent,
expresses confidence in employees' abilities, and removes obstacles to achieving
performance.
3.
Effective Communication: Leader communication is defined as “the effective
transfer of knowledge that a leader influences on a person, organization or
community. Leaders of several layers involve the use of a broad base of
knowledge and an effective strategy of speaking and writing, and their use in
complex organizational situations".
4.
Incentives: Financial incentives are from the literature that generates the logic of
pay for performance, if the contracts stipulate it explicitly or implicitly, and
linking pay for performance motivates the worker to make an effort that the
company notices, and the degree of pay for performance has a significant impact
on workers’ risk tolerance and certainly with regard to production and the
functional cost of workers as Compare incentives and insurances.
5.
Training
: Training is defined as a specific approach that focuses on helping the
leader by providing support for the changing nature of effective leadership, rapid
global changes in technology that have made the world more complex and
unpredictable and also the process of leading the organization through changes is
highly complex, dynamic, unpredictable and chaotic.
2.4 ORGANIZATIONAL INNOVATION:
What is observed on the current business environment is uncertainty, while the constant
principle is change, and the only rule for growth and development is competition and the
diversity of its methods and strategies, and in light of the unprecedented increase in the
number of institutions, that markets are transforming, technology is evolving, and
products are obsolete and processes change rapidly (Čepel et al. 2018). Successful
organizations are those that are built on innovation. Therefore, nowadays, organizations
are accelerating in improving existing products and introducing new ones. This
development in the institution’s vision is due to innovation and creativity in it as an
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activity that achieves high added value, and a competitive weapon in the current market,
which among its most prominent features is the lack of sure guarantees in maintaining the
market share, due to the presence of competing institutions that threaten its market share
(Nudurupati et al. 2021)
The shift towards innovation and innovation-based competition did not come by chance,
but was the result of a great development according to the characteristics of each stage of
time, and the reason for this is due to the fact that organizations have become possessing
great capabilities, high technologies, and technical and administrative expertise related to
innovation as a distinctive activity (Gurkaynak, & Topaloğlu, 2019). Most importantly,
these organizations have a strategic vision for innovation through which they achieve
their competitive advantages. With regard to the term innovation, some researchers,
including Hassan, et al. (2011), see that the term innovation “is the development and
application of new ideas in the organization.” The word comprehensive development
means that it covers everything from the initial idea to the new to realizing the idea to
bringing it to the institution and then applying it. It indicates that innovation does not stop
at the threshold of the new idea, but rather follows it to its practical application in the
market or within the institution.
2.5 GOVERNMENT INNOVATION: RATIONALE AND STRATEGIES
Government innovation can be summed up as finding new ways to affect the lives of the
population and new methodologies that activate their role as partners in shaping the
future by transcending traditional structures and models of thinking (Mani, 2004).
Government innovation is manifested in a number of new methodologies to provide
better value to individuals and society. Changing the way government works achieves
better results in the use of public resources, building societies with greater levels of
openness and trust, in addition to promoting practices that achieve justice and improve
citizen care services (Walker, 2006).
Walker, (2006) identified four main overlapping factors that can open the door to
innovation: overcoming economic barriers, benefiting from the ideas of citizens and the
people who bring them up, building open, transparent and trust-based relationships with
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citizens, and enabling a culture that supports innovation. The study also found that there
are six main trends in the field of innovation that it discussed and thought about the
challenges accompanying them and their success factors. What, then, are these trends that
any government must take into account if it wants to adopt an innovative approach to
work?
Human-machine balancing, big data analytics, drones, social networks, predictive
algorithms for machine learning, these are some of the technologies that governments are
using in order to better monitor the physical environment and the daily concerns of
citizens; They are all tools that need people with experience to use and interpret their
results.
For example, the UAE launched a free application called “Extreme Weather” that alerts
residents and the government about current and future emergency weather conditions.
The application is considered one of the first applications that specializes in detecting and
forecasting sandstorms, which constitute a major challenge in the Middle East region (Al
Dakheel, et al. 2018). This is but a small example of the innovative systems that
governments are using for early warning and the exponential growth of data use and the
combination of human knowledge and innovative tools (Mani, 2002). Here it is necessary
to redraw the relationship between the citizen and the government in order to prepare
more inclusive, transparent and responsible governments. This is reflected in innovative
governments that improve citizen participation and ensure their involvement in the
various stages of the political cycle: from designing ideas to designing, delivering, and
monitoring public services. In addition, Innovative government seeks to adopt different
methodologies to engage citizens in promoting innovation, and is redefining what it
considers experts to be partners in designing policies and services. It also launches
initiatives in which the citizen is a key partner (Nishihara, et al. 2017). What makes
citizens experts is commitment and leadership at the highest levels, defining specific
standards and processes to follow such as clear timelines, advance notices, awareness
mechanisms, increased opportunities; Which helps in enhancing confidence in the
integrity and credibility of the process (Nishihara, et al. 2017).
2.6 EXPANDING THE SCOPE OF GOVERNMENT WORK
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Perhaps the most difficult challenge for governments is defining their scope. In terms of
innovation, this means moving from small, initial innovations to major government
initiatives. This is made possible by government innovation labs and incubators emerging
as a new vehicle for crafting new methods and processes for the government fabric. This
methodology is no different from that adopted by the incubators of emerging technology
companies that have proven successful in the private sector (Molnar, 2018).
According to a survey conducted by the Organization for Economic Cooperation and
Development, few countries resort to this type of laboratory (Nishihara, et al. 2017). This
approach suffers from many challenges, but its success depends on the freedom of
experiment that increases the ability to apply lessons, the pursuit of innovations, strong
partnerships with those who have specialized expertise, and relationships based on trust
with partners. The organization sees the provision of information as one of the parties to
interaction in addition to consultation (such as opinion polls, comments on projects and
laws) (Nishihara, et al. 2017).
Technology is evolving and changing at a very rapid pace and governments need to
reinvent their processes to keep up with this pace. Innovative governments realized that
their traditional services were fragmented and disjointed and began to change the way
they operate in order to provide more comprehensive services. This new generation of
services is reflected, for example, through the digital government, which makes digital
technologies an integral part of its modernization strategies. This government must take
into consideration many factors such as understanding people's needs, choosing modern
technology, simple and intuitive services, more efficiency and success (Molnar, 2018).
2.7 LEADERSHIP AND INNOVATION
Leadership is one of the most important factors for the success of any organization, as it
is the one who sets goals and visions, and sets a road map for the progress of institutions
to success and excellence, and forms a compass for all workers to achieve the goals of the
institution with efficiency, effectiveness, growth and prosperity. Its existence has become
a necessity in light of competition and added value, the complexity of systems and
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institutions, and the high demands of institutions, workers and society. (Schmitz et al.
2017).
In order for an idea to become an innovation, it must be replicable in economic cost, and
it must satisfy a need and satisfy it. Innovation uses a deliberate application of
information, imagination, and initiative to deliver greater values, or different from the
sources, and includes all the processes in which new ideas are processed and transformed
into Products that meet the emerging need (Schmitz et al. 2017). Innovations also flourish
when a company and factories use scientific research and technology to produce products
that are more responsive to the needs of their customers and in line with their
expectations (Verbeke, & Ciravegna, 2018).
2.8 ORGANIZATIONAL CLIMATE AND ORGANIZATIONAL CULTURE THAT
FOSTER INNOVATION Organizations are a vital tool in human societies, and the human being is the driving and
effective element in these organizations, based on the fact that the human resource is the
most important resource in achieving the efficiency and effectiveness of organizations.
Organizations are keen to achieve their goals by focusing on the employee’s productivity
and studying the environment around him in order to increase productivity and raise the
level of performance, as each organization seeks to instil the spirit of work in the
employee (Al-Qatamneh, 2000).
The most important of which is the organizational climate, as the organizational climate
in the organization reflects its personality. As perceived by its employees, it is also
considered one of the determinants of organizational behavior, as it affects the
satisfaction of employees and their level of performance (Schmitz, et al. 2017).
The phenomenon of organizational climate is one of the administrative phenomena that
have taken over a large part of the efforts of researchers because of the relationship of
this phenomenon to organizational elements and performance. It has become one of the
most important duties of management to try its best to improve the organizational climate
in a way that contributes to improving the level of performance and administrative
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behavior of employees, and organizations seek to create an appropriate organizational
climate for employees to enable them to perform their tasks efficiently (Al Shobaki et al.
2018).
The importance of a healthy organizational climate increases in light of the rapid
environmental changes experienced by organizations, intense competition, globalization
and rapid technological change, which imposes on the organization continuous
innovation and development, as creativity is the process behind any progress. Since the
organizational climate represents a description of the characteristics of the work
environment, the innovation behavior of individuals must be affected by the prevailing
organizational climate, either to encourage innovation or hinder it. It provides material
and moral incentives. innovative organizations are the ones that provide an appropriate
organizational climate in which innovation is rooted as a renewed corporate goal, and
make innovation a basic and vital task shared by all employees, as it is the basis for its
growth, existence and prosperity (Al Shobaki et al. 2018).
The prevailing organizational climate is very important, as most of the theories that dealt
with it considered it an organizational environmental phenomenon that has an impact on
employee job satisfaction, and those theories emphasized the importance of this
phenomenon to explain job behavior. Agisson (1994) asserts that the elements of the
organizational environment related to the organizational climate and organizational
culture interact with each other in a reciprocal manner to affect the job behavior of
employees, as the organizational climate determines the worker's job behavior and work
ethic and affects his values, attitudes and satisfaction with work. In addition, a healthy
organizational climate helps the success of the organization and enhances organizational
effectiveness and affects organizational outcomes such as punishment, work turnover and
motivation towards work. The impressions and perceptions that workers form about the
organizational climate motivate them to work, achieve and raise the level of morale.
2.10 THE IMPORTANCE OF ORGANIZATIONAL CLIMATE
Determining the nature of the institutional climate prevailing in any organization
contributes to identifying the nature of the organizational behavior of individuals and
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groups within the organization, and thus working to explain and control this behavior.
Providing the appropriate institutional climate is the key to success for effective
management, and the continuous interest in providing the dimensions and elements of the
institutional climate contributes to Developing performance and achieving organizational
goals efficiently and effectively (Al Awamleh, 1994).
The organizational climate has an important role in the process of organizational
development, as it is considered an important indicator through which it is possible to
measure the extent of individuals' satisfaction with the organization. Also, controlling and
controlling the dimensions of the organizational climate enables the organization's
management to motivate individuals and push them towards achieving the organization's
goals, and enables the organization to control the organizational behavior of individuals
and make it work in the interest of work (Al-Qatminah, 2000).
The organizational climate represents the internal work environment with its various
variables, characteristics and interactions, where the organizational climate plays a major
role in cementing the moral and functional behavior of working individuals in terms of
forming, modifying and changing values, habits, trends and behavior, and from here the
organizational climate represents the personality of the organization in all its dimensions,
and its success in creating a climate Appropriate individuals would encourage the
creation of a purposeful work environment that fosters stability and stability for both
individuals and the organization, as individuals in the effective organizational
environment feel their importance at work and their ability to participate in decision-
making and contribute to policy-making and a high degree of mutual trust (Hammoud,
2002).
The government work environment is often described as heavy legislative and
administrative restrictions and limitations due to the short political cycles and the rapid
change of senior positions in some cases. Therefore, we find that the institutional culture
of the public sector tends to avoid risk, and this in itself contradicts the essence of
innovation in the private sector, which is characterized by risk and acceptance of failure.
Therefore, it is important to ease and remove administrative restrictions in the public
sector to allow for the promotion of innovative practices that may contribute to
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addressing the widening gap in wages, fairness in employment, reducing administrative
corruption, benefiting from the experiences of retirees, and improving public services
such as education, health and social services.
It is important to note the importance of the role of the public sector in innovation in
society, as the impact of public policies includes all sectors and institutions and all
aspects of life, such as health insurance issues, public education, public transportation,
taxes, import policy for goods, investment and employment policy, research and science
support, entrepreneurship, youth and women (Smith, 2018).
The public sector is credited with financing the infrastructure necessary for innovation, as
well as investing in business incubators, government innovation laboratories, training and
vocational and higher education, as the development of institutional capacities in the
government sector is one of the most risky sectors because it works in isolation from
market mechanisms and civil society and affects areas where it cannot the private sector
to work in (Smith, 2018).
Among the characteristics of innovation in the public sector is that its impact is general
and comprehensive for all segments of society, and this comprehensiveness makes this
type of innovation distinctive because it leads to entitlements and creates rights acquired
over time. But the dilemma lies in the ability of governments to experiment and review
public policies, such as the Singapore experience, which is characterized by selecting the
best human energies for the public sector, adopting the principle of merit and justice,
periodic review of public policies for institutional education, and correcting public
policies related to innovation (Demircioglu, & Audretsch, 2017).
Also, innovation in the public sector is characterized by that it depends on incomplete
knowledge with unknown influence or even unexpected results. Despite the availability
of analysis tools for huge evidence and foreseeing the future, government innovation
depends on modifying and changing the behavior of citizens, so this requires an effort in
building credibility and confidence for adaptation and education. Paying and approaching
in light of reviewing the impact of public policies and performance indicators, and this
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requires formulating a vision for government innovation that takes into account the
concept of continuous learning (Demircioglu, & Audretsch, 2017).
In light of the development of laws and experimentation to reach an accurate definition of
the essence of the problem that the government intends to address, especially since most
of the problems in the public sector are unfamiliar, unclear and complex problems that do
not have a specific solution and even their solution leads to new problems. These
challenges need a policy of balance between adaptation, change and preservation of gains
at the same time, and this needs wisdom, prudence and an understanding of behavioral
psychology and the use of design thinking in solving problems.
In sum, the role of the public sector in innovation lies in using it as a lever for the
advancement of society and institutional integration in order to achieve justice,
sustainability and the adoption of merit in order to achieve sustainable development and
benefit from human capabilities to build a creative economy.
2.11 LEADERSHIP STYLES - CONCEPTS AND FORMS
It is not possible to be certain that there is agreement between researchers and writers on
a unified definition of the concept of leadership. The reason for this is that the concept of
leadership is an old concept that was used for the first time in the French language at the
beginning of the sixteenth century. The concept at that time included the meaning of risk
and endurance of the difficulties that accompanied military exploration campaigns.
Where the concept of entrepreneurship entered economic activities at the beginning of the
eighteenth century by (CANTILLON RICHARD), who described the merchant who buys
commodities at a specified price to sell them in the future at a price he does not know in
advance, as a pioneer. Superior ability to manage (Shuaib and Awatif, 2011).
There is currently a great stir among practitioners and academics regarding the role of
leadership theory and organizational culture in organizational performance. Keri Harding
explains that a new generation of workers will produce major human resource problems
for traditional organizations. This new generation is described as an emerging workforce,
comprising age groups, gender, ethnicity and geography. These workers are driven by a
new set of job values and expectations. While traditional organizations use company
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culture to influence employee values, McCain-Schultz argues that postmodernism
challenges the assumptions of the merits of this corporate culture. For example, budding
employees are seen as passionate about jobs. In one study, emerging employees (88%)
said loyalty was not related to tenure while traditional employees (94%) saw loyalty as
the desire to stay with their employer for the long term. In fact, workers, influenced by
postmodernism, are known to (a) be skeptical about everything, (b) view truth as relativ,
(c) value relationships across institutions, (d) value the ability to tell stories, and (e)
Demonstrate passion and experience. These postmodern buildings attack the heart of
traditional organisations, and provide a vehicle for organizational conflict between
leaders and followers (Green, 2008).
2.12 LEADERSHIP SUPPORT AND INNOVATION Every decision or action taken by the government is intentionally designed to bring about
a transformation in some aspect of society. Government interventions aim to change
certain behaviors or transform certain interactions between the public (government),
private (individual) and civic (society) spheres. Sometimes, these actions are taken in
response to some urgent challenge, and in other cases, they are precautionary (proactive)
measures aimed at securing a better future for society. In both cases, we can note the vast
extent to which government interventions can reach, sometimes beyond the geography of
the countries that made this change (Iqbal, et al. 2019).
It finds this concept of innovation in the "New Formation" initiative, which reframes the
concept of public innovation within the broader context of the role of the state. We
should point out that the task of reconsidering the role of government (and the state) in
public innovation is not limited to those topics or questions that we mentioned above.
The questions centered on this topic do not end, and thinking about the government’s role
in public innovation is an opportunity to reformulate its general objectives in an ever-
changing context. It is also a window through which to examine and study the system of
relations between the public, private and civil fields from which the required societal
results emerge (Shevchuk, 2020).
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In essence, public innovation and government interventions are interrelated concepts. The
government intervenes in the current situation to create a new reality that differs in some
respects from the situation that existed before. This is in itself a process of change and
innovation. In this context, Jasper Christiansen reminds us in his book "The Realities of
Public Administration" that innovations "enter" the public sphere through government
intervention, and through it also "spread among" the various sectors and segments of
society (Abdi, et al. 2018).
Hence, the mission of public institutions is to shape the living environment and guide
society through a process of change aimed at achieving the results desired by the people.
However, such interventions may require legal support to be supported and based on, or
require the use of the spending power enjoyed by the state. In this regard, state-owned
means can be used to direct collective behaviour, encourage cooperation or eliminate
certain behaviors and behaviors harmful to society by imposing coercive measures.
Public innovation is itself a goal and the process of producing public solutions that often
go beyond what the government alone can achieve, but at the same time cannot be
achieved without it (Iqbal, et al. 2019).
Some of these initiatives and solutions will achieve the desired results; While some will
do well for a reasonable period of time but require periodic adjustments, others will end
up failing. In those latter cases, the failure may be due to the government. The reasons for
the lack of progress in the implementation range from a misunderstanding of the specific
problem, to the failure to choose the appropriate or sufficient government agencies to
implement the initiative, or the poor design of government intervention in the first place.
In some other cases, the lack of progress is due to a lack of consistency between
governmental, private and civic actions. In this respect, innovation benefits from the
containing system when the state plays a key role in building critical dynamic links
between different institutions and across sectors (Abdi, et al. 2018).
Reframing the conversations, debates, and debates on innovation means focusing on
social outcomes and exploring how we can best use state power and leverage it to
advance a collective effort that encourages shared responsibilities, rewards, and returns to
achieve desired public outcomes. In the midst of these discussions, other important issues
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will emerge such as the state's ability to create an effective symbiotic system that benefits
both society and the private sector alike. The issues raised will not be limited to that, but
will raise questions about the government’s ability to intervene and bear a level of risk
that exceeds the capacity of the market, in order to achieve the public interest, or the issue
of the best way for the government to take advantage of social factors to build a creative
economy and an innovative society (Latilla, et al. 2018).
Public innovation does not happen against the law and politics, it happens when they are
empowered. This is because government interventions (whether initiatives, projects, or
laws) derive their legitimacy from a combination of democratic principles, political
leadership, and the role of law. Hence the government has the legitimacy to intervene in
the course of affairs on behalf of society. As for general innovation, it occurs at the point
of intersection of two lines: the first is the reliance on law, which enhances the ability to
anticipate results in advance, and the other line is experimentation, which will reveal new
ways and better methodologies to achieve results that are valuable to society. Here
emerges a difficulty of a special nature for governments, represented in achieving a
balance between the need for continuity of previous gains and ensuring stability, and the
need for change to meet future challenges. Because we must not lose sight of the fact that
prominent government interventions may also be disruptive to the status quo. Public
innovation is a process of 'constructive deconstruction' that must be carefully designed in
order to gain the necessary public support (Torfing, & Triantafillou, 2016).
In short, reframing public innovation debates opens doors to broader horizons: because
public innovation highlights the importance of government interventions in addressing
unsolvable problems and in achieving results that would otherwise not be achieved,
without the multiple arms of government.
2.13 DEVELOPING POSITIVE APPRISAL OF CHANG
Organizational capacity to manage change is a fundamental organizational skill that
provides competitive advantage and the ability to effectively adapt to an ever-changing
world. Organizational capacity to manage change means integrating effective change
management into the organization's roles, structures, procedures, projects and leadership
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competencies. Change management processes are applied to initiatives consistently and
effectively, leaders have the skills to guide teams through change, and employees know
what they can require to be successful (BÜYÜKAKGÜL, & Yetim, 2019).
The end result of the organization's ability to manage change is for people to adopt
change more quickly and effectively, and organizations to be able to respond quickly to
market changes, adopt strategic initiatives, and adopt new technologies more quickly and
with less impact on productivity. Note that this ability is not a coincidence, but rather
requires a strategic approach to embed change management across the organization.
Here, managing change automatically increases the likelihood of project success. Indeed,
McNeive (2018) adds: “A growing body of evidence indicates that managing change
significantly increases the likelihood that your project will deliver its intended outcomes.
There are also established factors that play a critical role such as quality of care, having
the resources to manage change and integrating change management with project
management. Developing your knowledge and skills in change management can make a
big difference.
It is also argued that change management increases adoption of change, the absence of
which can lead to failure to deliver results, even if technically well implemented.
Effective change management reduces productivity declines during the change process
and significantly increases adoption levels, enhancing return on investment and achieving
targeted benefits (BÜYÜKAKGÜL, & Yetim, 2019).
Angelo McNeffe (2017) also believes that change management greatly enhances the
impact of project management, which is a real investment in some organizations. He
believes that enhancing project management tools with change management makes them
complementary disciplines, which will fully increase the chances of success once well
integrated. Finally, he adds, “Change Management” can fundamentally change the costs
and risks of a project since it is an additional set of eyes tasked with combating resistance
to change, missing milestones and any possibility of failure to achieve change.
He adds, “For your organization, the spillover effects of poor change management can be
even more significant. Some of the negative effects can be more immediate such as
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opportunity costs, lowered morale, increased absenteeism, and the loss of critical
employees.”
2.14 FUTURE TRENDS IN LEADERSHIP DEVELOPMENT
The management organizations are currently in dire need of leaders who possess the traits
of future leaders; such as the ability to manage the dynamic tension between the need to
manage managerial performance and uncertainty at the same time, and the ability to
manage others' feelings of annoyance, anxiety, and risk aversion; By giving them
constant reassurance in times of turmoil and alarming change. This ability also includes
managing another form of creative tension between the future vision and the reality in
which it is perceived, the ability to enhance team synergy, and demonstrate self-
confidence stemming from a combination of experience and expertise, and setting an
example. By accepting calculated risks, and taking responsibility for the resulting risks
(Obeidi, 2018).
These leaders have the traits that qualify them psychologically to lead the future, and
when they are field-qualified according to the steps of preparing and qualifying future
leaders, it is more likely that the goal of qualification will be achieved in a way that
exceeds hope. These steps are (Al-Hindi, 2017):
-
Excavation stage: In this stage, a group of individuals who possess the
characteristics of future leaders are identified; According to specific criteria, and
studying their reality in all respects.
-
Experimentation stage: In this stage, the previous group is placed under
observation and follow-up; Through daily practices, different situations, and
testing their administrative skills that are required to be available in leaders in the
fields: (human, technical, intellectual).
-
Evaluation stage: At this stage, the group is evaluated. by pre-established
standards, and by experimental results; With the aim of revealing the
shortcomings, the distinction and the disparity in capabilities.
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-
The qualification stage (preparation): through the results of the previous stage. In
this stage, the needs are identified by means of rehabilitation and preparation
methods that address weaknesses and enhance strengths represented in:
o
Training methods: which, in their content, represent a continuous process
that seeks to provide future leaders with the following skills: Improving
leadership skills such as: effective communication; Such as dialogue,
listening, and persuasion, improving leadership qualities such as: patience,
cooperation, love of others, helping them, self-confidence, justice,
equality, and increasing their knowledge about leadership trends and the
best direction; Depending on the nature of the situation, the nature of the
employees, the time, and the work environment.
o
Self-learning methods: This method depends on the independence of
individuals, and the provision of an atmosphere of democracy and
freedom during their leadership qualification. Self-learning is one method
that supports people's discovery of their leadership skills away from the
experiences of others.
o
The method of cooperation and interaction with administrative leaders:
This method helps in acquiring and developing professional knowledge
through interaction with administrative leaders and providing
opportunities to solve problems.
o
Role representation method: This method depends on the participation of
leaders in representing live situations from administrative life, and it
requires them to represent the role of the leader during training.
o
Leadership succession style: It is to identify future administrative leaders
and provide them with the appropriate skills and experience for current
and future opportunities; So that they are fully prepared to take the
leadership role when assigned to do so (Hussain, 2010).
o
Assignment stage: In this stage, future leaders who have passed training
and qualification are put to the test by assigning them to leadership
positions of varying level and importance for certain periods of time so
that they are at stake.
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-
Empowerment stage: after they prove themselves and their leadership
personalities become clear, at this stage they are assigned leadership tasks; Based
on the organization's needs and capabilities.
By applying these steps, it is possible to reach a group of leaders who possess a self-
building, intellectual and creative leadership, which enables them to implement the
strategic plan of the organization effectively; According to the indicators of success that
are hoped to be achieved at the level of development initiatives and strategic goals
(Ghazi, 2014). However, despite all the efforts made to qualify and prepare future
leaders, there are many obstacles that face the governmental and private sectors when
preparing and qualifying future leaders, including (Al-Rashidi and Al-Mufleh, 2013; Al-
Hindi, 2017):
-
Absence of a strategy for preparing and qualifying future leaders from the
organization's strategic plan.
-
Insufficient awareness of the importance and role of leadership in the
sustainability of organizations.
-
Limited tools and accurate criteria, and reliance on subjective and subjective
criteria.
-
Weak awareness of the costs and implications of poor leadership selection and
poor preparation of future leaders.
-
nepotism and administrative corruption, especially when the current leader relies
on those close to him and the appointment of his relatives; Without concern for
competence and experience.
Finally, it can be said that successful organizations are those that seek to enhance the
participation of subordinates in making and taking decisions; Which helps to transfer
experience from the senior leadership to individuals, and raises their leadership level.
Perhaps the features of the vision of the Kingdom of Saudi Arabia confirm the need to
attract the highest minds; To have a leader who is able to influence, believes in change,
0possesses professional capabilities that keep pace with the needs of the coming time,
and seeks to achieve the ambitions of the vision; To be able to set a clear formulation for
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the future, which contributes to advancing development towards the horizons of progress
and advancement (Lee, et al. 2019).
2.15 THEORETICAL GAP
There are numerous challenges that organizations face because of the tremendous
advances in wisdom and technology, as well as profitable, social, and artistic changes that
require them to either adapt to or succumb to these challenges and face the consequences
(Ismail et al., 2017). Society and organizations face the reality of change, as one of
organizational development's experimenters pointed out, that the terrain of executive
associations has become dynamic and moving. There are ways for inactive organizations
to recondition themselves so that they can reap the benefits of their skills and abilities
once again. As a means of reinvigoration and change, leaders must support creative and
innovative practices within their organizations (Stouten et al., 2018). Organizations'
decision-makers must realize that there is a difference between the organization's actual
performance and its requested performance, which prompts it to study new styles. That is,
the organization must borrow innovative ideas and use them as a tool for change,
development, and working problems that it may suffer from, in order to ameliorate the
organization's working environment (Damanbur, 2017).
A recurring theme in Operation Wisdom is the importance of leadership. The path to
success for an organization is familiarity with its norms and leadership is the heartbeat of
executive work, as it plays a critical role in the success or failure of operations by directly
affecting all parties involved in the process. As a driving force for the administration's
goals, the executive process enhances the administration's dynamic and effectiveness (Al
Masarwa, 2018).
Ultramodern operations are no longer limited to managing daily work affairs and paying
attention to executive aspects in light of the subsequent developments that direct the
world in a variety of colorful fields of life. For this reason, the focus of its leadership has
shifted to ultramodern management patterns in order to create a work environment that is
suitable for the current times and achieve business growth that is intertwined in various
ways to ensure its sustainability and keep pace with the current conditions (Khalafallah,
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2018). Cooperation and support among the organization's members in any situation or
species are essential, and this is dependent on the participation of inferiors in
organizational leadership, so that power is distributed under conditions of endless
responsibility by moving from an advanced scale to collaborative and vertical leadership.
Organizations' ability to change, develop, and improve would be supported by the
practice of distributed leadership (Saimeh, 2016).
We believe that a better understanding of the relationship between leadership and
innovation is critical for organizations, particularly those in the public sector. Despite
promising research in recent years (Hansen and Pihl-Thingvad 2019, Lewis, Ricard, and
Klijn 2018, Ricard et al. 2017), many questions about innovative leadership remain
unanswered (Demircioglu & Van der Wal 2021).
It's important to look at how supervisors and senior managers influence the
implementation of radical or complex innovations with multiple (or even ambiguous)
goals using qualitative methods (such as in-depth interview studies). Case studies can
also help us examine how these innovations interact with the dynamic operating
environment of managers and employees, such as changes in regulations and budget cuts
(Demircioglu & Van der Wal, 2021).
There is a wealth of information in the literature review about public sector leadership
and innovation. There is, however, no mention of how the pandemic has altered public
sector attitudes toward creativity and innovation in Palestine. Many industries were
forced to adapt to the pandemic's uncertainties by 2020. In the public sector, the majority
of participants had to undergo a cultural shift toward greater openness. The government's
rigid bureaucracy must be replaced with a more flexible approach. Agile methods for
developing regulations and improving public sector processes are part of this. The
outbreak of the pandemic has also compelled government agencies to devise new
strategies for involving the general public in decision-making. Multi-stakeholder systems
are needed to address global issues, and this is what it means to have them.
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Another problem is that there is a lack of information about how to implement innovation
in the public sector. Value, process, service, management, openness, and product are the
six main factors. Management is about having a proper system in place from the
brainstorming stages of new ideas to the successful implementation of those ideas. In
order to be open, you must be willing to accept new ideas and methods. It is in line with
accepting change in all aspects of the public sector without feeling like it disrupts
normalcy. In the long run, only public-sector organizations that are open to new ideas can
survive. A systematic approach to accomplishing a task is also required, and this is the
final consideration. Five steps can be taken in actualizing innovation. There are several
stages in this process. The first is the generation of an idea. Then comes screening and
advocacy. Then comes experimentation.
Finally, it is important to note that there are three ways in which a leader in a
governmental position can practice innovation-based leadership. You can think of these
three methods as being "innovative leaders," "innovative leaders," and "innovative
leaders." Mastering innovation within oneself is the first step to becoming an innovative
leader. The innovation leaders who have the most impact have a strong sense of how they
are showing up for the public sector as individuals from the inside. Self-awareness, sound
judgment, and control of one's ego are all characteristics of such leaders.
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CHAPTER III
METHODOLOGY
3.1
Introduction: This section presents the detail of the methodology to be used in achieving the study objectives. The research is intended to be an interpretivist paradigm and qualitative via a case study approach to explore leadership support and adoption of innovation initiatives in the public sector in Palestine. The methodology is the section of the study that describes the methods and tactics used to
obtain data (Oliver, 2004). Our research is qualitative and case study in nature. The exploratory and qualitative nature of the study is why the case study technique was chosen. Since case studies have become one of the most popular methods of doing qualitative research" (Stake, 2000, p.435). One of the benefits of using case studies in our
study is its versatility, which allows researchers to employ a variety of data gathering methods (Yin 1989; Merriam, 1998). According to Robson (1993), the case study strategy's key strength in terms of interpretation and gaining access to the specified places
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or organizations is always flexibility. The study is based on primary data. As the secondary technique of data collecting, we employed document analysis/content analysis.
Document analysis/content analysis, also known as "textual analysis" (Travers, 2001: 5), will be used in the research to incorporate all types of academic publications, textual and multi-media goods, ranging from television programs to internet websites. Significant data was also gathered through telephone and online interviews. The major goal of the interviews was to connect the instances to the concepts discovered in the literature search via content analysis and to develop a model. Another rationale for employing interviews was to augment document analysis and generate more questions for analysis. It was also useful in making this thesis more methodical. The following are the steps of our data acquisition. 3.2
Research Design
This research will use the qualitative research method, which usually contains both the text form and the content
of human interaction (Lindlof & Taylor, 2002; Keyton, 2006). Besides, qualitative researchers are interested
in the overarching phenomenon including participant observation, interviews, focus groups, narrative analysis, and ethnography. Likewise, Wood (2004) stressed that qualitative research methods are valuable
when researchers want to understand the nature of the experience, and in particular, how people
perceive and focus on the communication experience. Additionally, qualitative approaches are formed to assess things that are hardly summarized as numbers. All examples of qualitative research are descriptive notes, verbal and interviews analysis (Priest et al, 1996). Qualitative research involves collecting and analyzing non-numerical data (e.g., text, video, or audio) to understand concepts, opinions, or experiences.
It can
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be used to gather in-depth insights into a problem or generate new ideas for research (Creswell, 2003).
Therefore, the qualitative methodology will be used in this study because the researcher desires to gain a deep understanding of the participants' information, ideas, and experiences. 3.3
Research Population
The study population will be public sector institutions operating in Palestine, where those
institutions total of (92), and for these study purpose, the researcher will choose “justice sector” institution which is (5) institutions as follows: high judicial council, ministry of justice, constitutional court, public persecutions, and supreme judge department.
3.4
Sampling Design
Sekaran and Boogie (2016) say that a sample is a subset of a specific population, whereas
sampling is the process by which a sufficient number of components or population members are chosen. It is necessary to pick an appropriate sample from a given population, as it is nearly impossible to research a whole population. Therefore, all applicable features of the sampled population should be reflected by the selected sample. In this study, the researcher will specifically target (5) public institutions in Palestine, that
represents “justice sector”.
3.5
Sample Size
For the case study approach, the sample size cannot be too small to say adequate or too broad evidence to interfere with the in-depth study of constructivism (Boddy, 2016). The
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research sample is a part or a group of parts of the population under study, and it includes
the properties of the original community for which the research aims to identify its characteristics, and for the research sample to present sound results. It is required that all components of the research population and its vocabulary are accurately represented, while the use of the sample has been known for several centuries It includes various types
of research, whether scientific or non-scientific. The use of the sample helps to collect information about the vocabulary and its constituent states in greater quantities and with higher accuracy, as well as raising the levels of research and making its results more accurate. As for the methods and types of selection, they may vary and vary according to the type of study and the nature of the research community, including probability samples
and non-probability samples (Boddy, 2016).
A minimum of 10 participants is appropriate based on Visitors, Bunce, and Johnson (2006) as well as Onwueg Buzie and Collins (2007). Accordingly, the current study targeted (5) public institutions in Palestine.
3.6
Sampling Procedure
Qualitative data is taken primarily from personal interviews; as it relies on extracting detailed and narrative information. This requires documenting the interviews, preferably with audio and video, and completing their written transcription later, and any other observations that were seen during the interview can be added, with an emphasis on the need to document all parts of the interview and verify the accuracy. The notes were archived and matched with the interview process, using computers and the supporting software. To choose the participants for the qualitative data collection, the researcher will
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use the purposive sampling method. Purposive sampling requires data collection to be qualitative; researchers should therefore ensure participants' reliability and capacity (Tongco, 2007).
3.7
Data Collection Procedure
In this study, the researcher will use in-depth, face-to-face interviews that last about sixty minutes. Before each interview, the researcher will explain the purpose of the study to the
participants and they will be asked to sign a consent form, and they will also be asked for permission to use a recording device. The interviews will consist of open questions in a semi-structured format, which means that the interview should also be a conversation with questions flowing from previous answers.
The in-depth interview
will be carried on one-on-one. The interviews will be recorded after the participants’ permission. A guide will be administered to get needed clarification
on certain issues and allow examining. 3.8
Data Analysis The thematic data analysis method will be followed where it includes coding, transcription, and thematic analysis. Also, the researcher will use Nvivo to aid the analysis process. The key patterns, themes, arguments, and ideas will be established in this process (Gray, 2009). To present a verbatim transcription of the interviews, the collected data will be recorded and taped. To become acquainted with the gathered details, the researcher would then read the transcript extensively. The coding process would make it easier for the researcher to obtain a better understanding of the data obtained from the interviews. To detect any variations or similarities between the study
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groups, the codes will be analyzed. Also, these classes would be evaluated to define the themes, trends, and context patterns that could be clustered according to the frequency of the event. To find any overlapping categories that can be shaped in number and classified
by eliminating extra classes, the themes will be explored thoroughly. 3.9
Professional, Legal, and Ethical Issues
Honesty
: the researcher is committed to honesty that is recommended by scientific forums. The researcher will present the research data, methods, procedures, and results genuinely. The researcher will be careful to avoid any falsifications of data misrepresentation. Objectivity
: the researcher will avoid bias in all stages of the researcher i.e., design, data analysis, experiments, and reviews. The researcher will avoid any personal/financial interests that might influence the researcher.
Integrity
: the researcher will make sure to follow all the procedures detailed in this plan during the research implementation stage. Carefulness
: the researcher will strive to ensure the correctness of procedures made as well as the data. In addition, all research activities will be recorded and monitored to be documented carefully in the final draft of the research. Openness
: the researcher will accept any criticism, ideas, or corrections from the supervisors or peers.
Respect for Intellectual Property
: the researcher takes into account the honour of patents, intellectual property, and copyrights. Besides, the research will not cite or use
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any unpublished study, data, results, or methods without permission. Besides, the researcher will acknowledge and credit all contributions to the research and will not plagiarize. Confidentiality
: protecting the confidentiality of all research activities (i.e., documents, communications, personal data, etc.) is given high consideration by the researcher.
Respect for colleagues
: The researcher will maintain respect for all colleagues and treat them all fairly.
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