Innovation leadership is complex, as can be seen from the Hunter & Cushenbery (2011) model,[1] and often paradoxes emerge that require leaders to strike a delicate balance between two conflicting roles (e.g. encouraging innovative ideas vs. limiting innovative ideas to include only those that are most viable and useful to the organization). A balance must be struck, not only within the leader and their behaviors, but between conflicting interests of involved parties as well. These include conflicting interests between the leader and the employees/teams, between leaders and situational/contextual factors, and between the employees/teams and the organization.