Earlier, leaders used to consider strategies to be the original part of forecasting, planning and introducing the smart bets to get the success. But in present time, ambiguity is palpable.

1. Running Head : MANAGING AND LEADING PEOPLE
MANAGING AND LEADING PEOPLE

2. Running Head : MANAGING AND LEADING PEOPLE
Introduction
Earlier, leaders used to consider strategies to be the original part of forecasting, planning and
introducing the smart bets to get the success. But in present time, ambiguity is palpable. It is a
great challenge for the leaders to plan for the next quarter. In addition to this, it is harder to
commit to any particular decision that would work out in the next one to five years. According to
Çalışkan et al. (2014), the leaders could follow an innovative leadership style, which helps the
leaders to operate in challenging and erratic situations. It is imperative for a leader to create an
organisational culture where innovation exists. This innovative climate can be supportive during
uncertainties.
As per the opinion of Berry (2010), the management of the organisations demands a growth of
creative teams by the leaders to handle the competitive situation of the market. The leaders need
to engage the employees in a suitable manner so that originality can be drawn. So the leaders
need to combine an innovation leadership style along with the participative mode. The
importance of such combination results in increasing a chance of change from high employee
involvement. Therefore, the managers can function in an efficient manner by applying such
leadership styles to compete with the ever-changing situations.

3. Running Head : MANAGING AND LEADING PEOPLE
Body
According to Jogulu (2010), as an approach to organisational development, innovative leadership
can prove to be a useful tool for the managers. It is essential for the organisations to ensure a
constant accomplishment and can be competitive in the ever-changing market. Innovation
leadership is an amalgamation of different types of leadership styles, which is needed to combat
with the given situations. With the advent of new technologies and advancements, the leaders
can guide the teams innovatively and efficiently. To fight with unfamiliar situations and complex
challenges, the leaders need to grasp the whole situation. To deal with such circumstance, the
head requires a particular skill beyond the everyday analysis. As per the opinion of Allio (2012),
innovation leadership works well for such mysterious forces. The creative leaders display
brilliant strategic vision that can describe the future vibrantly. The managers develop a climate of
mutual trust, which is a major influencing factor in this leadership style.
Sethibe and Steyn (2016) said that there are many pieces of evidence, which show that all
innovations are not successful, and thus, change possesses some degree of risk. So the highly
innovative leaders initiate a warm, collaborative relationship with the team members and
motivate to work competently. The leaders, in this case, are able to increase the accessibility for
the employees. This system promotes a strong teamwork mentality among the members along
with high employee engagement. The leaders undergo an explorative research on employee
psychology. This study is necessary for analysing the extent of creative thinking ability in the
team members. According to Schmid (2006), the leaders of this style create an organisational
culture where the employees learn to apply innovative thinking to solve problems. The creative
process of thinking aids the organisation to develop new products and services. The main idea of
these leaders to promote a culture of innovation in the organisation rather recruiting few creative

4. Running Head : MANAGING AND LEADING PEOPLE
outliers. The innovative leaders find new ways to utilise the resources during a stress period. The
leading leaders build others through one to one interaction like mentorship or coaching. The
culture of individualization is necessary as it provides the space for the employees to try and get
the permission to commit mistakes (insights.ccl.org, 2014). The leaders also plant a faith in the
culture that sustain upward communication, and the management becomes receptive to new
ideas. Additionally, the managers also project optimism and provide elements to energise the
team members.
The leaders who follow innovative leadership never push or force the ideas to the employees
rather share the ideas on a common platform. Team willingness and conviction are the two
important parts that characterise creative leadership. The organisations apply innovation
leadership for the economic development, where the leaders connect the strength of creativity to
various elements. The components include team efficiency, healthy decision making, supervising
multiple stakeholders, balancing centralised functions, venturing new markets and product R&D.
According to Crutchfield and Roughton (2013), innovative leadership is a two-tiered approach
i.e. creativity direction and guidance for originality. Under creative direction, the leaders apply
innovative thinking to leadership activities to bring about the changes. Under leadership for
innovation, the managers direct innovations by creating a culture where staffs can share creative
ideas.
As per the opinion of Kang et al. (2015, innovative leadership has the original roots to
transformational leadership, which evolved from path-goal theory and leader-member exchange
hypothesis. Vision when converted into strategy becomes adaptive to the culture that helps the
leaders to breed innovative thinking. It has been inferred that innovation takes the little time to
infuse into the organisational culture. The vision of this style is to adopt small and achievable

5. Running Head : MANAGING AND LEADING PEOPLE
creations rather than the larger ones. In almost all companies, the primary aim is to obtain little
innovations, which is operated on a daily basis and not long-term innovations (Michael and
Adeniyi, 2007). The other important outcome of innovation leadership is to inspire the
employees to implement new ideas for product development. Also, the participation from the
staffs sometimes helps in solving the problems and make appropriate decisions. This style shows
that the innovation can be transferred across the industries and is utilised for the multitude of
purposes. Through innovation style of leadership, the organisation reach to a higher level. Open
communication is one of the most important criteria for the application of innovative leadership
style.
According to Pfister (2009), the attitude of innovative leaders is always distinctive in nature. The
leaders have massive levels of self-confidence, yet belief in simple expressions. This
environment encourages the employees and other stakeholders to connect with the leader without
any hesitance. The individuals are very clear about various challenging tasks. Unlike other
chiefs, the creative leaders are always curious about learning new things. Horth (2014) said that
the core part of the day to day living structure of the leaders is to explore the world. The leaders
are always interested in engaging into various information related program to locate new ideas.
So the leaders tend to discover on the fringe of base competency and can easily connect the
outside ideas to the concerned work area. Driving innovation, the team leads are courageous,
which is not fearlessness but an eagerness to act enthusiastically even in fearful situations. There
are managers who afraid of asking questions like that can depict the lack of knowledge in front
of the team members. But the innovative leaders are always on the verge of asking queries to get
a fresh idea. The leaders also find the methods to overcome the fearful situations to opt the
excellence. According to Jogulu (2010), the great leaders also have a high degree of tenacity and

6. Running Head : MANAGING AND LEADING PEOPLE
never give up. If the employees do not support any particular idea, then find the alternative
element to carry the work forward. The leaders always run through challenges rather pushing
through challenges.
This model of leadership is different from the other as this follows a combination of various
leadership styles according to the situations. The executives could make a better use of current
talents for adopting innovative activities rather implementing disruptive change programs. Thus,
the initiative of innovative leadership style led to the development of the new products,
compelling new services to help the organisations in establishing capabilities to get success.

7. Running Head : MANAGING AND LEADING PEOPLE
Conclusion
After evaluating the above study, a conclusion has been drawn that an innovative leadership style
nurtures a creative organisational culture. This technique helps to develop a culture with the
shared vision for innovating new creations, demonstrates a fair and constructive judgement of
thoughts. Rewards would be given for the recognition of the inventive work. The organisations
would have a mechanism for encouraging and developing an active flow of ideas. The cultures
that support innovations involves active leaders who vigorously remove the barriers to creativity.
The internal politics, criticism to new ideas and vicious internal competition are minimised.
Another impediment to innovation consists of an evasion of risk, a fear of failure, an over-
emphasis on the status quo and the existing culture that may crush the new thoughts.
Innovative leadership show a great support and confidence in the work and value employee
contributions. Such managers nurture, promote and develop the creative people. Leaders
encourage the abilities of inventions and participate in the innovation processes by neutralising
the negative individuals. Such leaders not only defuse the negativity but also watch out the
corporate systems and respond that nullify innovation. Addition to this, the leaders also expect to
produce through realistic views and free from distractions. Innovation also needs an expansion so
that employees can feel a sense of freedom in deciding the nature of the task. A sense of being
challenged by work on significant projects is conclusive to both originality and productivity. The
innovative managers promote strong cohesiveness for teamwork and collaborations. Thus,
people in innovative organisations communicate freely to support each other in sharing the
creations and take pleasure in the work.

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References
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