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What is a “Synergistic Leader”?

Synergistic leadership is a form of transformational leadership with a focus on creation, innovation, and creativity, starting from the self.

Synergistic leadership encompasses perceptions of the world, thoughts, attitudes, emotions, and behaviors that we “program” into our minds to enhance personal innovativeness and creativity. While psychology continues to face debates about its precision as a science, today we are able to combine various scientific fields adjacent to psychology to define useful and practically applicable models for personal and professional development.

Be yourself as you create and generate ideas, concepts, tangible or intangible objects.

Why Should Modern Business Leaders Be Synergistic and Innovatively Creative?

Today’s business environment is dynamic, ever-changing, and highly uncertain, which places significant strain on the mental resilience of leaders. A leader’s ability to self-reflect and self-correct during work processes is a form of self-leadership. Modern small business leaders face numerous challenges and tasks, often needing to tackle them independently because they:

• Fail to balance their personal and professional lives efficiently.
• Cannot clearly define the problem at hand.
• Are unsure of the correct solution.
• Struggle with delegation.
• Lack the resources or people to whom they can delegate.
• Do not recover effectively.

What Are the Productive Qualities of Synergistic Leaders?

Synergy is a state where nothing dominates, balance is relatively easy to maintain, and the individual feels comfortable in their own skin. Synergistic leaders need to develop the following traits:

• A flexible and resilient personality structure.
• High levels of innovativeness and creativity.
• Moderate tolerance for risk.
• Strong proactivity.
• Low rigidity and inertia.
• High self-control over internal states.

Each of these personal dimensions comprises numerous micro-skills for achieving balance. That’s why I apply a systematic approach to analyzing the personal and organizational profiles of businesses and leaders in a given context.

We work with business leaders, entrepreneurs and professionals who are striving to find themselves and improve the quality of their personal lives as well as the effectiveness of their businesses and teams. For business leaders, it means staying relevant, meeting customer needs and driving sustainable growth through innovation and creativity.

Develop your personality in synergy while maintaining focus on your sense of “I am.”

What Does Innovation Mean?

Innovation isn’t limited to creating new products—it encompasses all efforts to bring value, such as:

• Developing new products or services.
• Streamlining processes for efficiency.
• Solving problems or seizing opportunities in novel ways.

Innovation isn’t just about having good ideas—it’s about creating a culture, mindset, and structure that allows those ideas to flourish. Managers who lead innovation successfully:

• Understand why it’s important for business success.
• Create environments where people feel safe sharing new ideas.
• Use their personality strengths and leadership skills to inspire their teams.

By focusing on attitudes, organizational culture, and their own behaviors, managers can drive sustainable growth through innovation:

1. Encouraging New Ideas:
   Managers set the tone by promoting creativity and openness to new ideas. They create an environment where employees feel safe experimenting and trying new approaches.
2. Shaping Attitudes Toward Innovation:
   • What Are Attitudes?
     Attitudes are how people evaluate things, like whether they view something as good, bad, or useful. Managers’ attitudes toward innovation are shaped by:
     • Emotional reactions (how they feel about innovation).
     • Beliefs (what they think about it).
     • Actions (how they support it).
   • Why Do Attitudes Matter?
     Attitudes guide decision-making, help adapt to change, and influence whether a manager supports or resists innovation.
   • Changing Attitudes:
     Leaders and opinion influencers play a big role in helping managers and teams adopt innovative ideas, showing how new approaches bring value.
3. Creating a Supportive Culture:
   Organizations that embrace innovation foster collaboration, clear communication, and a willingness to take risks. Entrepreneurial cultures encourage adaptability and creativity, making it easier for managers to lead innovation effectively.
4. Leveraging Personality Traits:
   Successful innovation managers often share traits like curiosity, resilience, and openness to new experiences. These traits help them navigate challenges and inspire their teams.
   • Openness to Experience: Managers eager to explore new possibilities.
   • Conscientiousness: Goal-driven managers who ensure ideas are executed effectively.
   • Extraversion: Outgoing leaders who energize and unify their teams.
   • Emotional Stability: Calm managers who can handle stress and uncertainty.
5. Practicing Self-Leadership:
   Managers who practice self-leadership align their thoughts, emotions, and behaviors with their goals. This allows them to model innovative behavior, adapt to challenges, and create a ripple effect of creativity within their teams.
6. Balancing Risks and Rewards:
   Innovation comes with risks, but effective managers know how to manage these risks while keeping their teams motivated. They evaluate potential outcomes and encourage calculated risks that could lead to breakthroughs.
7. Developing an Entrepreneurial Mindset:
   Entrepreneurial managers think beyond traditional roles. They combine strategic planning with adaptability, helping their organizations succeed in uncertain environments.

Why is This Study Important?

Innovation is a key driver of success in modern business. Managers play a critical role in leading innovation by adapting to changes, solving complex problems, and fostering creative thinking within their organizations. However, their ability to do so depends heavily on their personal traits, attitudes, and demographic factors. Understanding what makes a manager innovative can help businesses identify and develop leaders who are better equipped to drive innovation and adapt to a rapidly changing environment.

What Does This Study Focus On?

This research examines the personality traits, attitudes, and external factors that influence managers’ ability to embrace and lead innovation. It focuses on three main areas:

1. Personality Traits and Innovation:
   Key traits like creativity, openness to experience, risk orientation, and emotional self-control are analyzed for their impact on innovative behavior. Managers who demonstrate these traits are more likely to embrace change and inspire their teams to innovate.
2. The Role of Demographics:
   Characteristics such as age, gender, education, work experience, and employment status (e.g., business owner vs. employed manager) are studied to determine their effect on a manager’s innovativeness and resistance to change (rigidity).
3. Key Influences on Innovation Attitudes:
   • Risk Orientation: Willingness to take calculated risks positively impacts innovation.
   • Activity Level: High activity fosters creativity, while inertia increases rigidity.
   • Emotional Self-Control: Managers with better control over emotions are more adaptable and innovative.
   • Work Status: Business owners tend to score higher in innovativeness and lower in rigidity compared to employed managers.

This study sheds light on the personality traits and external factors that make managers more effective at leading innovation. By understanding the characteristics that drive innovation—like risk-taking, emotional self-control, and openness to experience—organizations can better identify and develop leaders who can adapt to change, foster creativity, and guide their teams toward success:

1. Theoretical Framework:
   The study is based on the Big Five Personality Traits Model, focusing on creativity, achievement drive, activity level, locus of control, and perceived control over internal states. These traits are linked to how managers respond to innovation challenges.
2. Research Design:
   • A survey was conducted among managers and employees in Bulgaria across public and private sectors, including business owners and employed managers.
   • The study measured attitudes toward innovation and rigidity, as well as the impact of personality traits and demographic factors.
3. Hypotheses:
   • Personality Traits: Traits like risk orientation, high activity, and emotional self-control positively influence innovativeness and reduce rigidity.
   • Demographics: Factors like age, education, and employment status mediate innovation attitudes. Business owners are expected to be more innovative and less rigid than employed managers.
   • Work Status and Innovation: Managers who own businesses tend to show higher innovativeness compared to managers employed by organizations.
4. Key Relationships Analyzed:
   • How demographic factors (e.g., gender, age) and personality traits predict a manager’s likelihood to innovate or resist change.
   • How work status (business owner vs. employed) influences innovation and rigidity, mediated by traits like risk orientation and activity level.

This research emphasizes that innovation isn’t just about tools and strategies; it’s deeply tied to who the manager is and how they approach challenges.

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Why is This Research Important?

To foster innovation, we need to understand what makes some managers more innovative than others. This study focuses on uncovering the personality traits, behaviors, and attitudes that influence a manager’s ability to embrace and lead innovation. By examining demographic and psychological factors, the research aims to identify actionable insights that organizations can use to nurture innovative leadership and manage resistance to change.

What Does This Research Focus On?

The study explores the personal and demographic factors that shape innovation attitudes among managers and employees. It uses a carefully designed methodology to measure traits like risk-taking, creativity, and emotional control, providing a comprehensive understanding of what drives or hinders innovation.

1. Sample Characteristics:
   The survey included 968 respondents from diverse backgrounds, such as public and private sectors, business owners, and employees. Key demographic breakdowns:
   • Gender: 70.4% women, 29.6% men.
   • Age Groups: Majority (45.2%) aged 26–35.
   • Education: Over half (53.6%) had a master’s degree.
   • Work Status: 43.7% employed in private organizations, 15.1% ran their own businesses.
   • Organization Size: Respondents worked in organizations ranging from micro (1–5 employees) to large enterprises (250+ employees).
   • Work Experience: Most respondents had 6–15 years of experience.
2. Scales and Tools:
   Seven key personality traits and attitudes were measured using validated scales, including:
   • Innovativeness: Readiness to accept and embrace change.
   • Rigidity: Resistance to change.
   • Risk Propensity: Willingness to take calculated risks.
   • Creativity: Ability to think abstractly and solve problems.
   • Activity Level: Energy and proactivity in daily behavior.
   • Emotional Self-Control: Ability to manage emotions during challenges.
   • Locus of Control: Belief in personal influence over events.
3. Survey Structure:
   The survey consisted of 94 questions, including:
   • 83 questions across the seven scales.
   • 11 demographic questions.
     Responses were collected online via social networks to ensure accessibility.

1. Survey Design and Methodology:
   • The survey was translated and culturally adapted for Bulgarian respondents using established protocols.
   • Exploratory factor analyses ensured that the scales measured intended constructs, refining them into meaningful factors like “high activity,” “inertia,” and “risk propensity.”
2. Measurement Tools:
   • Innovativeness and Rigidity Scales:
     These scales measured respondents’ openness to new ideas versus resistance to change. Factor analysis confirmed two dimensions with strong reliability (α = 0.87 for innovativeness, α = 0.84 for rigidity).
   • Control Over Emotional States:
     This scale examined high and low emotional self-control, with strong reliability (α = 0.88 and α = 0.75).
   • Activity and Inertia:
     These scales assessed proactive versus passive behaviors, reflecting respondents’ energy levels and willingness to take initiative.
   • Risk Propensity:
     This scale measured individuals’ comfort with taking risks, a key trait for entrepreneurial innovation (α = 0.80).
3. Ethical Considerations:
   • Participants’ confidentiality and voluntary consent were prioritized.
   • Potential biases, such as social desirability or design flaws, were acknowledged and addressed.
4. Key Findings from Methodological Tests:
   • Scales were divided into meaningful factors, such as “innovators” and “laggards” (Rogers, 1983).
   • Factor analyses confirmed the reliability and validity of constructs, explaining significant variance in innovation attitudes.
5. Limitations:
   The study recognized potential challenges, including subjective biases in self-reported data, cultural differences in interpreting questions, and limitations in generalizing findings to broader populations.

This study offers a robust framework for understanding how personality traits and demographic factors influence innovation attitudes. By identifying traits like high activity, creativity, and risk-taking as drivers of innovation, the research provides actionable insights for organizations looking to nurture innovative leaders.

At the same time, understanding resistance (rigidity) helps managers address challenges when introducing change, making this research a valuable resource for fostering a culture of innovation in any organization.

1. Gender
   • Gender does not significantly influence perceived innovativeness or rigidity.
     • Innovativeness: Males scored slightly higher (M = 47.37) than females (M = 46.48), but the difference was not statistically significant.
     • Rigidity: Males (M = 18.12) and females (M = 18.03) had almost identical scores.
   • Conclusion: Gender is not a reliable predictor of innovation attitudes or resistance to change.

2. Age
   • Age had no significant effect on innovativeness or rigidity.
     • Innovativeness and rigidity scores were consistent across all age groups, with no meaningful differences.
     • Younger and older participants exhibited similar openness to innovation and resistance levels.
   • Conclusion: Age does not influence an individual’s approach to innovation or rigidity.

3. Level of Education
   • Education level showed no statistically significant impact on either innovativeness or rigidity.
     • Innovativeness scores were similar across participants with varying educational backgrounds (e.g., Bachelor’s, Master’s, or Doctoral degrees).
     • Rigidity scores also did not vary meaningfully with education.
   • Conclusion: Higher education does not guarantee greater innovation or less resistance to change.

4. Work Experience
   • Work experience had no significant impact on innovativeness but showed minor differences in rigidity.
     • Post-hoc tests did not identify statistically significant differences between experience groups, likely due to small sample sizes or low statistical significance.
   • Conclusion: Work experience has limited influence on innovation attitudes and resistance to change.

5. Income
   • Income demonstrated a significant impact on both innovativeness and rigidity.
     • Innovativeness: Participants with maximum income scored highest (M = 48.95) compared to those at average income levels (M = 45.50).
     • Rigidity: Individuals with maximum income had the lowest rigidity scores (M = 16.98), while those with no income had the highest rigidity (M = 21.00).
   • Conclusion: Higher income correlates with greater openness to innovation and reduced resistance to change.

6. Size of Organization
   • Organization size influenced rigidity but not innovativeness.
     • Rigidity: Participants in micro-organizations (1–5 employees) had the lowest rigidity scores (M = 16.71), while those not working or in larger organizations had higher rigidity scores.
     • Innovativeness: Organization size had no significant effect on innovation scores.
   • Conclusion: Smaller organizations may foster less rigid attitudes, possibly due to flatter structures and more flexible roles.

Key Implications

• Demographic factors like gender, age, education, and work experience have little to no impact on innovativeness or rigidity. Personal and contextual factors likely play a larger role.
• Income is a strong predictor of innovation attitudes, with higher-income individuals being more innovative and less resistant to change.
• Smaller organizations promote less rigidity, suggesting that workplace dynamics and culture in micro-organizations might encourage adaptability.
• While demographic factors may not directly predict innovation behavior, income and organizational size provide moderate insights into resistance to change and openness to innovation.

1. Managers are More Open to Change and Less Resistant Compared to Employees
   • Managers show higher scores in innovativeness, meaning they are more likely to embrace new ideas, adapt to change, and foster innovation within their teams.
     • Managers’ average innovativeness score: 48.69
     • Employees’ average innovativeness score: 45.6
   • Similarly, managers demonstrate lower levels of rigidity, indicating a reduced tendency to resist change or stick to old habits.
     • Managers’ average rigidity score: 17.00
     • Employees’ average rigidity score: 18.53
   • This suggests that leadership roles encourage individuals to adopt a more flexible and innovative mindset, possibly due to the demands of decision-making and problem-solving inherent in these positions.

2. Owning a Business Doesn’t Necessarily Make Managers More Innovative or Less Rigid
   • Business owners do not show significantly higher levels of innovativeness or lower levels of rigidity compared to employed managers.
     • Innovativeness scores: Business-owning managers (48.96) vs. Employed managers (48.30).
     • Rigidity scores: Business-owning managers (16.64) vs. Employed managers (17.54).
   • This finding highlights that the nature of managerial work—whether self-directed or under employment—may not strongly influence innovation attitudes. Instead, other factors like personality traits and workplace context play a larger role.

3. Key Traits Like High Activity and Risk Orientation Promote Innovation, While Inertia Increases Resistance to Change
   • High Activity:
     • A proactive and energetic personality correlates strongly with higher innovativeness (β = 0.42) and slightly reduces rigidity (β = -0.07).
     • This suggests that individuals who are naturally active and engaged are better at embracing and driving change.
   • Risk Orientation:
     • A willingness to take risks positively influences innovation attitudes (β = 0.33) and decreases rigidity (β = -0.24).
     • Managers who are comfortable with uncertainty are more likely to experiment with new ideas and adapt to changing environments.
   • Inertia:
     • A tendency to remain fixed in behaviors or routines has the opposite effect, reducing innovativeness (β = -0.13) and increasing rigidity (β = 0.31).
     • This highlights the importance of addressing resistance to change as a potential barrier to innovation.

4. Both High and Low Emotional Self-Control Influence Innovation Attitudes in Different Ways
   • High Emotional Self-Control:
     • This trait boosts both innovativeness (β = 0.24) and rigidity (β = 0.17).
     • While emotional regulation helps managers stay calm and effective during change, it can also reinforce a preference for control, leading to some resistance to unstructured or rapid changes.
   • Low Emotional Self-Control:
     • Surprisingly, this trait also positively influences innovativeness (β = 0.15) but has a much stronger effect on rigidity (β = 0.34).
     • Managers with lower emotional control may be more open to creative, out-of-the-box thinking but struggle with the anxiety and stress of managing change.
   • Takeaway: Both high and low emotional self-control contribute to innovation attitudes, but the balance of these traits can determine whether individuals lean toward embracing or resisting change.

5. Work Status, Combined with Personality Traits, Shapes Innovation and Rigidity
   • While being a manager generally increases openness to change, individual personality traits like risk orientation, activity level, and emotional control are stronger predictors of innovation attitudes than employment type alone.
   • Mediating factors such as high activity and risk-taking propensity often amplify a manager’s ability to innovate. Conversely, traits like inertia and low emotional self-control may limit their capacity to adapt.
   • This suggests that fostering innovation isn’t solely about assigning managerial roles—it requires developing and leveraging the right personality traits within individuals.

Practical Implications

• Leadership Development: Companies can encourage innovation by identifying and nurturing traits like high activity and risk orientation in both employees and managers.
• Change Management: Interventions to reduce inertia and address resistance to change can be vital for fostering a culture of innovation.
• Emotional Regulation Training: Supporting both high and low emotional self-control can help managers balance creative thinking with effective decision-making during change.
• Tailored Support for Managers: Recognizing that owning a business doesn’t automatically enhance innovation attitudes, organizations should focus on continuous development programs to strengthen the innovation capacity of leaders in all types of roles.

• Managers vs. Employees:
  • Managers consistently scored higher on innovativeness and lower on rigidity compared to employees.
  • Running a business as an owner vs. as an employed manager showed no significant differences in innovativeness or rigidity, indicating that organizational roles might unify behaviors.

Impact of Personality Traits

• Risk Orientation:
  • Strong positive impact on innovativeness.
  • Weak negative impact on rigidity, as risk-takers are more likely to embrace new ideas and less resistant to change.
• High Activity and Inertia:
  • High activity fosters innovativeness and reduces rigidity.
  • Inertia, however, does the opposite, promoting rigidity and hindering innovativeness.
• Emotional Self-Control:
  • High self-control: Positively affects both innovativeness and rigidity, reflecting a balanced ability to approach or avoid change.
  • Low self-control: Also positively affects innovativeness and rigidity but to a lesser degree, indicating challenges in managing emotions while engaging with innovation.

Demographic and Contextual Factors

1. Demographics (Gender, Age, Education, Work Experience):
   • No significant effect on innovativeness or rigidity.
   • Most respondents were highly educated, which might explain the lack of variance in innovativeness scores across education levels.
2. Income:
   • Higher income is associated with greater innovativeness and lower rigidity.
   • Participants without income showed the highest rigidity, potentially due to financial insecurity limiting openness to change.
3. Organization Size:
   • No effect on innovativeness.
   • Smaller organizations (micro) correlated with lower rigidity, likely due to flexible structures and diverse roles.

Notable Trends and Insights

• Employment Status as a Predictor:
  • Employment status emerged as the strongest predictor of innovation attitudes, with managers significantly more innovative than employees.
• Proactivity and Inertia:
  • High proactivity positively influences innovativeness and reduces rigidity.
  • Inertia, a key barrier to innovation, significantly impacts rigidity among employees.
• Complexity of Innovativeness:
  • Innovativeness is influenced by a combination of personal traits (e.g., emotional control, risk-taking) and organizational context.
  • Emotional self-control plays a nuanced role, enabling individuals to approach or avoid innovation based on their internal state.

Implications for Practice

• Organizational factors like income level and company size partially influence attitudes toward innovation and rigidity, but personal traits and employment status are stronger determinants.
• Employees in smaller organizations may benefit from the flexibility and openness associated with micro environments, fostering adaptability.
• Managers’ inherent innovativeness highlights the need for leadership development programs focusing on risk-taking and proactivity while addressing barriers like inertia.
• Demographic characteristics such as gender, age, or education are not reliable predictors of innovation attitudes, emphasizing the importance of individual and contextual factors.

1. Managers are more innovative and less rigid than employees, regardless of business ownership.
2. Personality traits such as risk orientation, high activity, and emotional self-control significantly shape attitudes toward innovation and change.
3. Inertia is a critical barrier to reducing rigidity, especially among employees.
4. Demographic factors like gender, age, education, and work experience do not influence innovation or rigidity, but income and organization size play minor roles.
5. Innovativeness is a multi-faceted phenomenon, requiring a combination of individual and organizational factors to support adaptive and innovative behaviors.

Innovativeness and creativity imply active and action-oriented behavior. Decision-making in relation to the “new” implies assessing the risks and extrapolating the consequences of its implementation.

The implementation and application of innovation is greatly facilitated when the leader is innovation-oriented and consciously strives to make decisions to accomplish organizational goals. Innovative behavior is determined by the personality characteristics of the individual, the cognitive skills and the innovative attitudes of the leader, but nevertheless it must be borne in mind that the organizational phenomenon as such, the organizational environment also exerts pressure in the direction of receptivity to the new.  Individual differences in perceived innovativeness are likely to be due to personal, genetic, social and organizational factors.

The awareness of innovation as the main driver of modern business provokes different expectations for new leaders – to purposefully seek and discover new opportunities, to implement and manage innovations, to provoke organizational change, to encourage the activity of their employees aimed at seeking non-standard ideas and solutions.   In this process, personal qualities and skills, innovative attitudes and conscious, action-oriented leadership are key, which dictate the trends in the behavior of modern innovative managers.

THE CEO EVEDYRAY LIFE

From Passionate Ideas to Sustainable Success: A Human-Centered Approach to Business Psychology.
Join Our 2025 – 2027 Global Research and Make an Impact

Change. Adapt. Evolve.

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