BSBSTR801 - Lead innovative thinking and practice

WORKING ENVIRONMENT ENHANCEMENT REPORT

Learner Name

Workplace/Organisation Bounce Fitness

State/Territory QLD

Date Prepared 10/3/23

Working Environment Enhancement Report Version 1.0 Produced 20 December 2021

© Precision RTO Resources Page 1
 Personal Leadership Style

Entrepreneurial leadership

Personal Leadership Style Entrepreneurs want to start something new, something they believe in. They have a huge drive, a powerful motivation
and a high need for achievement. With their dream, they appeal to others who share this dream and their vision for
the future. This attitude makes them charismatic.

Entrepreneurs look for people who fit in with their dream and are willing to participate and support the initiative. As the
How Personal Leadership Style founders of the business, they create the organisational culture based on their values and drivers. They are usually
Models a Positive Form of Innovative inspiring and demanding.
Thinking

Their action mindset is very strong and their strategic and transformational mindsets are well developed. They are able to
develop disruptive innovations that may threaten existing businesses.
How Personal Leadership Style
Models a Positive Innovative Practice

1. They are to be aware of the values and standards of a social system and recognise when those rules have to be
modified.

Strategies to Enhance the

Effectiveness of Your Leadership
Style 2. They should be able to listen to others and are able to trust others and build trust. They are inspiring, and they know
how they must operate administratively in order to solve conflicts and make cultural changes.

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 Refinements of Current Innovation Practices

Proactive
Current Innovation Practice Companies with proactive innovation strategies tend to have strong research orientation and first-mover advantage, and
be a technology market leader. They access knowledge from a broad range of sources and take big bets/high risks.

Proposal Building and Refinement. In this phase, teams are doing deeper research into an idea – how to make it relevant,
feasible, and successful. Best practices are gathered and new themes are explored. During that research, the idea will
Refinement to Current Innovation often change significantly so that it aligns to organizational objectives, capabilities, or to accommodate market shifts
Practice for Model Innovation or needs.

Active innovation strategies involve defending existing technologies and markets while being prepared to respond quickly
once markets and technologies are proven. Companies using this approach also have broad sources of knowledge
Refinement to Current Innovation and medium-to-low risk exposure;
Practice to Support Innovation

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Working Environment Enhancement Report Version 1.0 Produced 20 December 2021

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 Requirements to Promote Sustainable Innovative Activities

Requirement How Each Requirement Will be Met

1. Common vision A viable vision and a clearly formulated strategy derived from it, developed on
the basis of a common understanding of the concept of innovation, form the
basis for the orientation towards innovation. The vision should be pictorial and
challenging in order to reach employees on an emotional level. The focus should
not be on "what" or "how", but primarily on "why" - a convincing justification is
the most important signal for a sustainable culture of innovation.

Intrinsic motivation
2. Intrinsic Motivation
Especially when it comes to creative performance, the intrinsic motivation of
employees plays a decisive role. This is based on the assumption that in the long
run, intrinsically motivated employees spend more cognitive and time resources
to pursue new ideas within innovation projects.

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Working Environment Enhancement Report Version 1.0 Produced 20 December 2021

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 Methods to Promote Knowledge Transfer in the Organisation

Method Stakeholder Feedback

1. One mechanism to transfer existing knowledge is the use of Technology plays a crucial transformational role and is a key part of changing the
technology. corporate culture to knowledge sharing by making knowledge sharing and
collaborations among co-workers around the globe.

2. Face-to-face mechanisms are recognized as the most effective
way for transferring knowledge by many authors, including Davenport
and Prusak (1999), Dixon (2000), Nonaka and Takeuchi (1995) and
Wenger, McDermott, and Snyder (2002)
Employees should be enabled to work together on projects, brainstorm
together, and engage in other activities that require real-time collaboration. In
an office, this might mean having designated meeting rooms that team members
can book. In a remote or hybrid environment, this might involve
videoconferencing software like Zoom, a real-time chat platform like Slack or
Microsoft Teams, or a virtual whiteboard solution like Miro.

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END OF WORKING ENVIRONMENT ENHANCEMENT REPORT

Working Environment Enhancement Report Version 1.0 Produced 20 December 2021

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