Abstract
This study introduces two dimensions of strategic leadership, termed operational and creative specifically developed for top executives of high-technology firms. Creative leadership reflects a CEO's emphasis on developing social and human capital and investing in the firm's internal knowledge development. We contrast this with operational leadership which reflects a CEO's ability to explore new paths of growth as well as exploit existing ones by redefining and extending the boundaries of the firm to new product and market domains. Hypotheses relating these two dimensions of leadership with innovation quantity, innovation resonance and novelty are tested using a sample of 77 high-technology firms.
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