%0 Journal Article
	%A Murtuza Ali Lakhani and  Michelle Marquard
	%D 2014
	%J International Journal of Economics and Management Engineering
	%B World Academy of Science, Engineering and Technology
	%I Open Science Index 94, 2014
	%T Mastering the Innovation Paradox: The Five Unexpected Qualities of Innovation Leaders
	%U https://publications.waset.org/pdf/9999518
	%V 94
	%X From an organizational perspective, leaders are a
variation of the same talent pool in that they all score a larger than
average value on the bell curve that maps leadership behaviors and
characteristics, namely competence, vision, communication,
confidence, cultural sensibility, stewardship, empowerment,
authenticity, reinforcement, and creativity. The question that remains
unanswered and essentially unresolved is how to explain the irony
that leaders are so much alike yet their organizations diverge so
noticeably in their ability to innovate. Leadership intersects with
innovation at the point where human interactions get exceedingly
complex and where certain paradoxical forces cohabit: conflict with
conciliation, sovereignty with interdependence, and imagination with
realism. Rather than accepting that leadership is without context, we
argue that leaders are specialists of their domain and that those
effective at leading for innovation are distinct within the broader pool
of leaders. Keeping in view the extensive literature on leadership and
innovation, we carried out a quantitative study with data collected
over a five-year period involving 240 participants from across five
dissimilar companies based in the United States. We found that while
innovation and leadership are, in general, strongly interrelated (r =
.89, p = 0.0), there are five qualities that set leaders apart on
innovation. These qualities include a large radius of trust, a restless
curiosity with a low need for acceptance, an honest sense of self and
other, a sense for knowledge and creativity as the yin and yang of
innovation, and an ability to use multiple senses in the engagement
with followers. When these particular behaviors and characteristics
are present in leaders, organizations out-innovate their rivals by a
margin of 29.3 per cent to gain an unassailable edge in a business
environment that is regularly disruptive. A strategic outcome of this
study is a psychometric scale named iLeadership, proposed with the
underlying evidence, limitations, and potential for leadership and
innovation in organizations.c

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