Innovation leadership  Innovation leadership is a philosophy and technique that combines different leadership styles to influence employees to produce creative ideas, products, and services. The key role in the practice of innovation leadership is the innovation leader. David Gliddon (2006) developed the competency model of innovation leaders and established the concept of innovation leadership at Penn State University. As an approach to organization development, innovation leadership can support achievement of the mission or the vision of an organization or group. With new technologies and processes, it is necessary for organizations to think innovatively to ensure continued success and stay competitive. to adapt to new changes, “The need for innovation in organizations has resulted in a new focus on the role of leaders in shaping the nature and success of creative efforts.” Without innovation leadership, organizations are likely to struggle. This new call for innovation represents the shift from the 20th century, traditional view of organizational practices, which discouraged employee innovative behaviors, to the 21st-century view of valuing innovative thinking as a “potentially powerful influence on organizational performance.” To have a clear understanding of what innovation leadership involves, one must first understand the concept of innovation. Although there is some controversy over how it can be defined, through general consensus in the literature, it can be described as novel ideas of viable products that are put into operation. It includes three different stages, which are all dynamic and iterative (constant):   The two types of innovation include exploratory innovation, which involves generating brand new ideas, and value-added innovation, which involves modifying and improving ideas that already exist. Ideas generated must be useful to be considered innovative. Innovation should also not be confused with creativity, which is merely the generation of a novel idea that may not necessarily be put into operation—though these words are sometimes used interchangeably in research literature when speaking about innovation leadership. Innovation leadership is a complex concept, as there is no single explanation or formula for a leader to follow to increase innovation. As a result, innovation leadership encompasses a variety of different activities, actions, and behaviors that interact to produce an innovative outcome. Exploratory and value-added innovation require different leadership styles and behaviors to succeed. Value-added innovation (PwC, 2010) involves refining and revising an existing product or service and typically requires minimal risk taking (compared to exploratory innovation, which often involves taking a large risk); in this case, it is most appropriate for a leader for innovation to adopt a transactional form of leadership.