Entries in italics indicate figures.
aesthetics, as source of innovation 7–8
alienated followers 30
anticipatory learning 85
Arab culture 101, 103–104, 107
Arnoldsen, Ron and Keppy 110–115
artistic work, creating 66–69, 73
attitude, and cross‐cultural leadership 104
banking, impact of innovation on 58
behaviors, use of term 17
best practices, reviewing 4, 22
Bezos, Jeff 26
business impact statement 57–58
CAT (Computerized Axial Tomography) 75–79
CBA (cost benefit analysis) 53–55, 58–59
Chamberlain, Joshua 84
change: fostering 84; in healthcare 126; as purpose of innovation 9
characteristics, use of term 17
cities, and sustainability 89–94, 96–97
coaching, active techniques 29
coalitions, as source of innovation 6–8
collaboration: Arnoldsens’ use of 114; in sustainable leadership 90, 93–94
commerce, as source of innovation 6
commitment: of followers 30; as leadership competency 19
communication: between employees 41–42; as leadership competency 19, 21, 23, 26; methods of 19, 25; positive 40, 94
companies, oldest 130
competence, of followers 30
competencies, use of term 10–11, 17
competency model of innovation leaders 11, 17–21, 18, 26, 124, 128
confidence: professional 105; self‐ 20, 76
conformist followers 30
Confucian values 106
continuous innovation see culture of continuous innovation
costs: breakdown of 57–58; identifying 53, 59
courage: of followers 30; as leadership competency 20, 25, 75–76, 81; moral 89, 94
CREATE Model xv, 3, 4, 11–12; and arts organizations 65, 72; and competency model 21–26; and diffusion of innovation 32; research foundations of 5–6; steps of 4–5; and sustainable leadership 97
creative ideas 3, 5, 12, 46, 50, 66
creative industries 69
creative people, leading 40
creative team: at Diavolo 68–73; interdisciplinary 21
creative thinking 6, 22, 66, 73, 85
creativity: dynamic cycle of 45, 46, 50; in higher education 85; as leadership competency 20, 128
crisis adaptability 128
cross‐cultural engagement 101
cultural awareness 101, 105–106, 108
cultural engagement 106
cultural values 35, 48–49, 106
culture, tacit knowledge of 102
culture of (continuous) innovation 11, 16, 44–50; deterrents to 83; in healthcare 124–125, 129
destination, in sustainable leadership 90, 93, 97
diffusion of innovations theory 5, 7, 10–12, 25, 30–32
disrupting, as purpose of innovation 10, 23
diversity, as source of innovation 8
ECR (Efficient Consumer Response) 41
education: higher 18, 82–87; self‐ 114; in sustainable leadership 90, 93, 96–97
emotional intelligence (EI) 19, 21, 26, 33
employee creativity 16, 20, 49
employee development 31
employees: and change 123; meeting needs of 127–128; and organizational culture 45
employee surveys 48
energy/motivation level 18–19, 26
entrepreneurial funding 55
Equal Employment Opportunity (EEO) 117–118
ethical leadership 106
evaluation, in sustainable leadership 90, 93
executive fit 126
exemplary followers 30
expectations, clear 128
expenses, levels of 52
experimentation 22, 26, 70, 84, 114
exploratory innovation 5, 65, 72, 124
external environment, understanding 20–22, 25–26
financial impact 52, 55–59, 66
financial institutions 55–56, 58
financial planning 52, 55, 58–59, 113
followers: in arts organizations 71–72; building trust relationships with 33; characteristics of 29–30, 34
Four Ps, Old and New 41
Franklin, Benjamin 38
GE (General Electric) 75–80, 94, 130
governments, as source of innovation 8
group level of innovation 5–6, 8–9, 15, 73
growth, as purpose of innovation 10
healthcare organization 124–129
high context culture 102–103, 106
high‐visibility assignments 80
HR (human resources): in public sector 117–122; strategy 49
imagination, as leadership competency 20
individualist perspective 11–12
individual learning 17, 22, 26
individual level of innovation 5–6, 8–10, 15, 73
innovation 6; in arts organizations 66, 69; funding of 52–54, 56–59; levels of 8–9; measuring 128; most important 130; openness to 82; ownership of 105; purposes of 9–10; sources of 5–8, 58–59; use of term 3
innovation leaders 3; characteristics of 11–12, 15–17, 38–39; dyadic relation with followers 29–34, 31, 128–129; in education 84; see also competency model of innovation leaders
innovation leadership: competency assessment of 21–22; perspectives on 10–12; use of term 3
innovation network teams xv, 11, 36–41, 125
innovation strategy 13, 45–48, 50
innovative learning 85
innovative mentality 83
interactive process perspective 10
interdisciplinary teams 21
internal funding 55
interpersonal skills 19, 21, 26, 32–33
intervention, forced 37
Junto 38
Kasriel, Staphne 26
Kirton’s Adaption‐Innovation theory 16–17
knowledge: management 17–18, 22; sharing 90, 95, 121; tacit 102
leadership styles 3, 15, 17, 21, 32, 124
leadership teams 52–53, 57, 59, 92, 125–126
leadership theories 30–32, 65, 71
learning: and innovation 7; as leadership competency 17–18
learning competencies, individual 22
Learning Factory 112
LMX (Leader Member Exchange) theory 30–31, 65, 71, 73
management, as leadership competency 19
market level of innovation 5, 8–10, 15–16, 23
MBTI (Meyers‐Briggs Type Indicator) 39
media, as source of innovation 7
mental flexibility 101
mentoring 127
Merriam, Sharan 86
meta‐competencies 104
Middle Eastern cultures 101, 103–108
middle management 21
mission: employee belief in 40; as leadership competency 20
motivational behaviors 30
MRI (magnetic resonance imaging) 79
multidisciplinarity 92
Musk, Elon 26
NEPA (National Environmental Policy Act) 89
Nimitz, Chester 84
nuance, interpersonal 104
organizational culture 44; assessment of 46–48; development of 45; and leadership style 15, 17; management impact on 128; in public sector 118; use of term 50; see also culture of (continuous) innovation
organizational learning 17, 22, 26
organizational level of innovation 5, 8–9, 15–16, 23, 25
organizational structure, flat 41–42
organizational sustainability 88
organizational talent 125, 128
organization performance, enhancing 121
partners, self‐selecting 65, 70–71
partnerships, sustainable 94
passive followers 30
patents: costs of 53; developing 110, 113; searching 59
path‐goal theory 3, 30–31, 65, 71, 128
peer learning 92
Pennsylvania State University 79, 112–113, 115
perceptual barriers 66
performance improvement, as purpose of innovation 10
personalism 37
personality tests 39
politics, as leadership competency 20
power, as leadership competency 20
problem‐solving abilities 24, 127
project management 24
project team, as stakeholders 57
rewards, intrinsic 6, 38–39, 72
risk: and long‐term expenditure 54; in performing arts 66, 68, 72; spreading 21
risk‐taking 25, 48, 76–77, 79–81
ROI (return on investment) 52, 54–55, 57–59
role definition 31
Sample, Steven 85
Schmidt, Terry 85
science, as source of innovation 6–7
self‐awareness 33
self‐management 30
shared value, creating 94
social values 94
societal level of innovation 5, 7–8
socio‐technical systems theory 31–32
soft innovation 66
SOP (Standard Operating Procedures) 118–122
stakeholders: in education 85; in healthcare 126; and innovation funding 52, 54, 56–58; in sustainability 89, 93–94
strategy, long‐term 23, 40, 49
strength, inner 84
structural phenomenon perspective 11
Sunni and Shiite see Islam
sustainability 88–89; indicators of 91, 95–96
sustainable communities 88, 93–97
sustainable leadership 88–90, 92–94, 96
sustaining, as purpose of innovation 10
synergy: between organizations 39–41; developing in teams 40–42; research on 37–38; and self‐awareness 33; use of term 36–37
systems theory 38
teaching methods, innovative 84
teamwork: cultivating 29; and organizational culture 48
technology, as source of innovation 7
time: cultural values of 103; management 19, 24
training, interactive 117, 121, 123
transactional leadership 15
transformational leadership 15
underwriting 55
upper management 21
USDN (Urban Sustainability Directors Network) 92
value‐added innovation 5, 23, 65, 72, 124
values, core 65, 68, 71, 73, 101
visibility, meaningful 128
vision, as leadership competency 20