Abstract
Purpose
This study validates the composite leadership innovation and change (CLIC) model, developed by a UK business school and examines its effectiveness in transforming siloed leadership in UK automotive small and medium-sized enterprises (ASMEs). Rooted in leader–member exchange (LMX) and social exchange theory (SET), the model fosters innovative executive leadership teams through reflective development.
Design/methodology/approach
A two-year longitudinal observational study was conducted in UK ASMEs using an interpretivist approach. It required active participation in the workplace, observing departmental leaders’ interactions, supervision, trust, engagement and idea-sharing. Leadership weaknesses were identified, and CLIC-based reflective exercises were administered. Every three months, shifts from siloed to innovative executive leadership were assessed.
Findings
By the study’s end, departmental leaders had moved from working in isolation to functioning as an integrated, innovative leadership team. Regular interdepartmental meetings and stronger leader–subordinate relationships fostered idea exchange, enhancing employee productivity, company performance and competitiveness.
Practical implications
Theoretically, the CLIC model advances knowledge on breaking siloed leadership and fostering executive team leadership. Practically, enterprises struggling with siloed leadership can adopt the model to enhance innovation and performance at the executive level. Future research could examine dysfunctional socio-technical leadership traits, emotional intelligence and readiness to change beyond UK ASMEs.
Originality/value
This study confirms the effectiveness of the CLIC model in replacing individualised leadership cultures with executive team leadership and promoting collaboration over siloed approaches using both feedback and the CLIC model digital monitoring aid.
This study validates the composite leadership innovation and change (CLIC) model, developed by a UK business school and examines its effectiveness in transforming siloed leadership in UK automotive small and medium-sized enterprises (ASMEs). Rooted in leader–member exchange (LMX) and social exchange theory (SET), the model fosters innovative executive leadership teams through reflective development.
Design/methodology/approach
A two-year longitudinal observational study was conducted in UK ASMEs using an interpretivist approach. It required active participation in the workplace, observing departmental leaders’ interactions, supervision, trust, engagement and idea-sharing. Leadership weaknesses were identified, and CLIC-based reflective exercises were administered. Every three months, shifts from siloed to innovative executive leadership were assessed.
Findings
By the study’s end, departmental leaders had moved from working in isolation to functioning as an integrated, innovative leadership team. Regular interdepartmental meetings and stronger leader–subordinate relationships fostered idea exchange, enhancing employee productivity, company performance and competitiveness.
Practical implications
Theoretically, the CLIC model advances knowledge on breaking siloed leadership and fostering executive team leadership. Practically, enterprises struggling with siloed leadership can adopt the model to enhance innovation and performance at the executive level. Future research could examine dysfunctional socio-technical leadership traits, emotional intelligence and readiness to change beyond UK ASMEs.
Originality/value
This study confirms the effectiveness of the CLIC model in replacing individualised leadership cultures with executive team leadership and promoting collaboration over siloed approaches using both feedback and the CLIC model digital monitoring aid.
| Original language | English |
|---|---|
| Pages (from-to) | 1-18 |
| Number of pages | 18 |
| Journal | Journal of Work-Applied Management |
| Early online date | 20 May 2025 |
| DOIs | |
| Publication status | E-pub ahead of print - 20 May 2025 |
Keywords
- Composite leadership innovation and change model
- Reflective leadership development
- Small and medium-sized enterprise
- UK automotive
