Leading innovation at Zucchetti. An action research to validate a new definition of STP leadership

What the paper says

Purpose This research explores leadership within highly innovative organizational contexts, focusing on the challenges faced by leaders and the mindset required to navigate innovation and related paradigm shifts of this complex era. Specifically, it aims to assess the applicability and validity of a recently proposed leadership model in such innovative environments. Design/methodology/approach Following Action Research principle of combining research and practical intervention, this research used a two-phase qualitative design on a single case study of Zucchetti, the leading IT Italian company. Five focus groups with 76 senior managers and five in-depth interviews with top leaders (among which president and vice-presidents) have been combined with data collected from primary and secondary sources within the company as well as public information. Findings This work empirically validates a recent leadership model proposed in the literature (i.e. STP leadership) within an innovative context that is conductive to higher innovative performances, highlighting its applicability and relevance to modern business environments such as Zucchetti. However, the results suggest a necessary adjustment: the three dimensions of the model are not equally important. In particular, this study recognizes the “P” area (People) as the most critical and central dimension of the model, emphasizing its fundamental role in driving successful leadership and innovation practices. Furthermore, the study sheds light on the role of leadership in driving innovation by identifying, respectively, four key skills and four essential managerial approaches for leading innovation effectively. Practical implications The practical applications of this study are mainly threefold. First, investing in leadership development programs based on the STP model is critical to maintain a dominant position in the current scenario as well as to continuously innovate for an incumbent firm. Second, fostering an entrepreneurial, ambidextrous and flat leadership culture based on trust (with a strong delegation of authority system in place) at the middle-management level is a necessary condition for being continuously innovating. Third, orienting recruiting and career advancement strategies to skills like flexibility, authenticity, coaching and change management are key for improving an innovation culture. These actions aim to build leadership effectiveness, strengthen organizational resilience and drive sustainable innovation. Originality/value Through practice-based evidence, this research is valuable for both practitioners and scholars aiming to understand the role of efficient leaders in leading innovation given nowadays constraints and challenges. Furthermore, this study makes a significant contribution to the literature by utilizing a cutting-edge leadership model and adopting a cross-level approach that integrates insights from different and multilevel perspectives. Considering the viewpoints of diverse leadership levels (senior managers and top managers) with varying roles and backgrounds, this study offers a richer and more holistic understanding and gives the possibilities to understand alignments and discrepancies. Unlike previous research, which has analyzed findings in isolation, this work provides a more multidimensional comprehension of the phenomenon.