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Leadership entails leading the followers into a bright future. This requires integrity, principles and most important bringing in new ideas in order to cope with the changing times. The act of bringing in new ideas in order to improve the quality of life is called innovation and makes leaders great innovators. The paper critically discusses how leaders are innovators (House, Spangler, & Woycke (1991 p. 403).

According to Zacher and Rosing (2011 p.248) a leader creates an idea out of a certain circumstance leading to innovation. This behavior is common in most visionary and charismatic leaders. The creation of an idea may be during odd times when no solution exists. An example being in the horn of Africa when some parts of the region was hit by severe famine and hunger. Some charismatic leaders convened a meeting and out of it the most transparent and self sustaining charitable organization was formed and the problem was solved (Shelton, 20011 p. 67).

Most leaders are gifted in certain areas of specialization making them masters in leadership styles. When a leader is gifted he/she will always try to find a solution where none exists. An example is a military general during times of war has to be creative and come up with unique ideas for his army to win (Barling, Loughlin, & Kelloway, 2002 p.491-2).

Shelton (20011 p.40) argues that a leader has to acknowledge that certain realities exists in his/her community or organization and requires urgent interventions. In the process of making some choices certain possibilities that did not exist before may start to emerge thus bringing out more creativity and innovation. This is best portrayed in Africa when the colonial governments decided to colonize Africa and it lead to civilization of Africa and birth of new nations (Clawson, 2011 p.88).

Making decisions in relation to a circumstance that occur is also a characteristic of a visionary leader. This is what most followers expect of their leaders. An example being a drought situation where the leaders have to find ways of coping with the situation and end the suffering of the people and find a permanent solution. In an organization, a leader may respond by providing the workers with the required attire or protective clothing that are needed at the place of work to ensure that they are safe from any unsafe conditions (Clawson, 2011 p. 5-6).

Shelton (20011). Says that Being positive to a prevailing circumstance leads to new ways of survival. A charismatic leader will try to find ways of coping with the situation by forming trade unions or human rights bodies which in turn will influence any decision made by the autocrat leader in a positive or negative way. Through this, leaders have come up with unions that support the rights of employees in organizations (Dubrin, Dalglish, & Miller, 2006 p.65).

To some extent leaders are not necessarily innovators. Some leaders basically oppose new ideas, choosing to stick to the existing forms of operation. Though change brings with it new ideas, negative impacts of change is always expected. S a result, some leaders fear these negative impacts and do everything possible to stick to the old rules. These kinds of leaders are not innovators (Shelton, 20011 p. 45).


Innovation cannot be separated from leadership and sometimes occurs through undeliberated actions of the leaders. This makes leaders innovators and where a charismatic leader exists more innovations are experienced. For an organization to continue there is need for innovation to ensure that the needs of the customer are satisfactorily.


Zacher H. & Rosing K. (2011). Establishing the next generation at work: Leader generativity as a moderator of the relationship between leader age, leader-Member exchange, and Leadership success.Psycholoogy and ageing. Vol. 26, No 1 241-252.

Who is doing soothing negatively.Innovation in leadership development.Shelton, K. (20011).

Barling, J., Loughlin, C., & Kelloway, E. (2002). Development and test of a model linking safety-specific transformational leadership and occupational safety. Journal of Applied Psychology, 87(3), 488-496.

Dubrin, A., Dalglish, C., & Miller, P. (2006). Leadership (2nd Asia-Pacific ed.). Milton, QLD Australia: John Wiley & Sons Australia.

, 5th Edition, Prentice Hall. Level Three Leadership: Getting Below the SurfaceClawson, J.G. (2011).

House, R., Spangler, W., & Woycke, J. (1991). Personality and Charisma in the U.S. Presidency: A Psychological Theory of Leader Effectiveness. Administrative Science Quarterly, 36(3), 364-396. Retrieved from Business Source Premier