Characteristics of innovative leaders

Innovate: (Word Net definition):
1: to create (a new device or process) resulting from study and experimentation [syn: invention] 2: to create something in the mind [syn: invention, excogitation, conception, design] 3: the act of starting something for the first time; introducing something new...
Lead:
1: To show the way to by going in advance; 2: To guide or direct in a course [syn: guide]; 3: a) To serve as a route for; b) To be a channel or conduit for; 4: To guide the behavior or opinion of; to induce; 5: a) To direct the performance or activities of; b) To inspire the conduct of; 6: To play a principal or guiding role in; 7: a) To go or be at the head of...
By definition Innovation is a creative act that has implicit leadership characteristics. Leadership itself does not necessarily require innovation.

Characteristics of Innovative Leaders
Fast and action oriented.
Innovative leaders believed on speed and action orientation. They are much speedy in identifying the opportunities. Speed, responsiveness, and agility are everything to innovative leaders who analyze situations, make decisions and act on opportunities. They find shortcuts to slash red tape. They’d rather make a wrong decision than blow a potential opportunity by cautiously sitting still and playing it safe until all the data are in.
Immersed in progressive change:
Innovative leaders build organizations and foster a culture of on-going, never-ending change. They plan a change in very effective manner. They ensure that their organizations continually learn, adapt, evolve, and improve. Their first objective is to deal with turbulent change around them, then become master of that change.
Future-obsessed:
The beckoning horizon ahead excites them. These leaders visualize their organization’s future and plot its course. They’re always asking, “What next?” “Where else?” They create the future by visualizing it now.
Masters of motivation and inspiration:
Vanguard leaders first get people excited, then committed, and finally moving swiftly. They tap into secret chambers of the minds, hearts, and souls of people and know which “buttons to push” to activate their staff’s pride, faith, hope, drive, and perseverance. Innovative leaders make their followers feel special as if they were an elite exclusive team fulfilling some noble destiny. They help their employees fulfill a deep longing for creativity and innovation. They impart a sense of invincibility, power and control over their situations. These leaders accomplish two overwhelmingly important things: they make people feel good about themselves and they make them feel good about what they’re accomplishing.
Passionate:
Innovative leaders are incredibly driven. And that rubs off on their followers. They express emotions freely and showcase their excitement about new ideas and change.
Super-salespeople and evangelists:
The secret of innovative leadership is not authority, but influence and loyalty. President Dwight Eisenhower noted, “You do not lead by hitting people over the head—that’s assault, not leadership.” Innovative leaders persuasively communicate an optimistic, bright, enticing picture of the future for their followers. They elicit support along the way. They’re “dream merchants.” They keep the dream alive by referring to the grand vision or goal at every opportunity. They convince people to get on board and stay on board.
Rule breakers:
The only rule they have is, “There are no rules.” Bureaucratic thinking, even in small organizations, focuses on strictly (oftentimes “blindly”) following rules, regulations, methods, procedures, formulas, policies, and playing it safe. It’s about “running a tight ship.” Unfortunately, it stays in the harbor a lot and that’s not what ships are built for. Innovative leaders get followers to discard their policy and procedures' manuals and, instead, create common sense, flexible, and ethical guidelines to creatively operate. Set sail!
Mountain climbers:
What do Alexander the Great and Eckard Pfeiffer, CEO of Compaq Corporation, have in common? Both got their “troops” conquering more territory by repeatedly giving them challenging battles to fight and mountains to climb. But before the arrogance of complacency of victory set in, they announced yet another new and exciting goal—a new peak—to reach. “Are you ready for a bigger game?” they ask their followers. By creating on-going inspiring short-term visions and galvanizing followers to rush toward them, will innovative leaders keep interest and motivation peaked at all times.
Opportunists:
Innovative leaders aggressively seek out and grab ideas and opportunities before others are even aware of their existence. They study trends, technological developments, and are well-rounded readers. They’re always asking themselves questions like, “How does ‘this’ apply to my organization?” How can I use it or get ideas from it?”
Builders:
You can’t build good products in poor factories. The factory of creativity is the organization’s culture and operating climate. A major role of the leader is to create an environment where imagination, smart risk-taking, aggressive initiatives, and bold tactics are encouraged and rewarded. As builders, they design their organization’s infrastructure to support every aspect of innovation by helping to create or modify the organization’s collective values, beliefs, attitudes, and behaviors.
High-gain risk-takers:
You won’t find innovative leaders thinking small. Their plans are grandiose; their actions big and daring. They seek large gains and aren’t afraid to take smart calculated risks. These are people who create industries and fortunes, not by cautiously holding back, but by boldly leaping far ahead of the average crowd.
“We probably won’t remember the innovative person who couldn’t drive an idea from concept to reality -- or the leader who managed well but never really led an innovation. However, we will almost always remember the innovative leader.” (posted by Leigh Duncan)
However, what leaves the indelible impression on us are usually not the quirks of the innovative leader, but the unconventional thoughts, ideas, inventions, discoveries, institutions, products and experiences they bring to life.
Innovative leaders:
• Marry the art of invention with the discipline of management
• Are motivated by what is possible, not by what seems probable
• Consistently push the envelope – for themselves and all who follow
• Fear stagnation more than taking risks
• Are unflagging excellence junkies who resist the status quo
• Embrace failure as a step toward success
• Welcome change and challenge like fine, old friends
• Hunger for learning, stimulus and discovery
• Are motivated by internal drive, rather than external forces
• Inspire others by "doing" and "demonstrating"
• Admit to a strong inner sense of direction, mission or calling
These are the characteristics which should be present in a leader. Without these characteristics its difficult to become a good leader. These are most common factors which are important for an innovative leader.
Here are some names of famous leaders.
C.S. Lewis wrote that "Even in literature and art, no man who bothers about originality will ever be original: whereas if you simply try to tell the truth... you will, nine times out of ten, become original without ever having noticed it." There's something unmistakably original and truthful about innovative leaders. I'd name the following to the roll call:
• Abraham Lincoln
• Benjamin Franklin
• George Washington
• Winston Churchill
• Martin Luther King
• Marshall MacLuhan
• Jesus Christ
• Mother Theresa
• Albert Einstein
• Bill Gates
• Steve Jobs
• Meg Whitman
• Howard Hughes
• Richard Branson


References:
• Northhouse,P.G.(2007)Leadership Teories and practices, 4th Edition
• Bass, B. M. (1985) Leadership and Performance Beyond Expectation, New York: Free Press.
• Bennis, W. (1998) On Becoming a Leader, London: Arrow.
• Blake, R. R. and Mouton, J. S. (1964) The Managerial Grid, Houston TX.: Gulf.
• Blake, R. R. and Mouton, J. S. (1978) The New Managerial Grid, Houston TX.: Gulf.
• Burns, J. M. (1978) Leadership, New York: HarperCollins.
• Covey, S. R. (1989) The Seven Habits of Highly Effective People,
• Fiedler, F. E. and Garcia, J. E. (1987) New Approaches to Effective Leadership, New York: John Wiley.