The Role Of Catalytic Collaboration In Leveraging Transformational Leadership Competencies To Generate Sustainable Innovation

Solikin Juhro, A. Farid Aulia, Dessy Aliandrina, Donni Hadiwaluyo and Edo Lavika
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A. Farid Aulia: Bank Indonesia
Dessy Aliandrina: Bank Indonesia
Donni Hadiwaluyo: Bank Indonesia
Edo Lavika: Bank Indonesia

No WP/11/2019, Working Papers from Bank Indonesia

Abstract: We analyze the impact of a catalytic collaboration as a tool on the leverage of transformational leadership competencies to generate a sustainable innovation by developing a Sustainable Innovation Matrix (SIM) leadership model. We observe it by employing a unique data set of the behaviors of fifty regional heads (mayors and regents) in Indonesia. The results of the analysis show us that the transformational leaders who made a catalytic collaboration have proven able to create significant impacts on their regions. The leaders with good transformational leadership competencies who make a catalytic collaboration can generate innovations that not only create relevant impacts on the needs of their regions, but they were also sustainable in terms of economic and environmental aspects. The results also suggest that leaders must be courageous to make innovation and strongly care for their regional development despite limited resources there. In doing so, those leaders must collaborate catalytically with other parties to optimize all available opportunities for the progress of the regions that they lead.

Keywords: Transformational Leadership; Catalytic Collaboration; Sustainable Innovation; Leadership Model (search for similar items in EconPapers)
Pages: 27 pages
Date: 2019
New Economics Papers: this item is included in nep-env, nep-sbm and nep-sea
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http://publication-bi.org/repec/idn/wpaper/WP112019.pdf First version, 2019 (application/pdf)

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Persistent link: https://EconPapers.repec.org/RePEc:idn:wpaper:wp112019

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