The factors that lead to a great discrepancy between the academic and practitioner communities with respect to leadership are trustworthiness and role specification. There is a conflict of interest as far as employees’ motivation or incentives are concerned (Tourish, 2014). One group believes that their counterparts are opposing their interests and cannot be trusted. Academic communities may concentrate so much on the kind and number of products channeled to the consumers. In contrast, the practitioner communities are interested in service delivery (Bartunek & Rynes, 2014). Both professionals express their motivations, and the consciousness that their view is different from their colleagues affects their collaboration.
With respect to innovation, the academic communities appreciate innovation as the most significant method for organizations to quicken the stride of change in the present global business environment. It is noted that chief strategic thinkers are taking a step beyond just concentrating on traditional product and service groupings to lead the way for innovations in processes, models and even functions of the management in the organization (Buick, Blackman, O’Flynn, O’Donnell, & West, 2016) . On the hand, the practitioner communities are frustrated in their efforts to fire up innovation (Gossa, Fisher, & Milner-Gulland, 2015). They cannot even afford to build an organization that significantly considers innovation as central.
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Lastly, as far as championship is concerned, other factors exist that lead to discrepancies between the academic and practitioner communities. Part of what causes this discrepancy is that practitioners feel that they cannot penetrate a world that appears to be concentrating only on academics (Fairhurst & Connaughton, 2014). The cumbersome and generalist language, the much-extended text and the formation of complicated models make academic works generally not very interesting to practitioner communities. Another factor is the perception that academic and practitioner community work in various rhythms. Practitioner communities appreciate a sense of urgency since they need to be updated to maintain their competitive edge (Repsold & Hemais, 2018) . To the practitioner community, creating a sense of urgency in the business environment acts as a driving force for the constant drive to increase sales and profits for their organizations. Academic communities, on the other hand, value more time to meditate on specific phenomena and ultimately come up with pertinent analysis .
References
Bartunek, J. M., & Rynes, S. L. (2014). Academics and practitioners are alike and unlike: The paradoxes of academic–practitioner relationships. Retrieved from: http://journals.sagepub.com/doi/10.1177/0149206314529160
Buick, F., Blackman, D., O'Flynn, J., O'Donnell, M., & West, D. (2016). Effective practitioner–scholar relationships: Lessons from a coproduction partnership. Public Administration Review , 76 (1), 35-47. Retrieved from https://onlinelibrary.wiley.com/doi/epdf/10.1111/puar.12481
Fairhurst, G. T., & Connaughton, S. L. (2014). Leadership: A communicative perspective. Leadership , 10 (1), 7-35. Retrieved from: https://www.researchgate.net/profile/Gail_Fairhurst/publication/275476854_Leadership_A_communicative_perspective/links/564a72a808ae127ff986a4c7.pdf
Gossa, C., Fisher, M., & Milner-Gulland, E. J. (2015). The research–implementation gap: how practitioners and researchers from developing countries perceive the role of peer-reviewed literature in conservation science. Oryx , 49 (1), 80-87. Retrieved from: https://www.researchgate.net/publication/271664395_The_research-implementation_gap_How_practitioners_and_researchers_from_developing_countries_perceive_the_role_of_peer-reviewed_literature_in_conservation_science
Repsold, F. C., & Hemais, M. W. (2018). Divide In Marketing Between Academics And Practitioners. BBR. Brazilian Business Review , 15 (1), 68-87. Retrieved from http://www.scielo.br/scielo.php?script=sci_arttext&pid=S1808-23862018000100068
Tourish, D. (2014). Leadership, more or less? A processual, communication perspective on the role of agency in leadership theory. Leadership , 10 (1), 79-98. Retrieved from: https://www.researchgate.net/profile/Dennis_Tourish/publication/278198459_Leadership_more_or_less_A_processual_communication_perspective_on_the_role_of_agency_in_leadership_theory/links/5641a3de08aec448fa613e78.pdf
