InnoLEAD: Relational Dynamics of Innovation Leadership

Stephanie Kaudela-Baum (), Jacqueline Holzer () and Pierre-Yves Kocher ()
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Stephanie Kaudela-Baum: Lucerne University of Applied Sciences
Jacqueline Holzer: Lucerne University of Applied Sciences
Pierre-Yves Kocher: Lucerne University of Applied Sciences

Chapter 8 in Leading Innovation, 2026, pp 219-262 from Springer

Abstract: Abstract Within the framework of the personal and relational leadership level, another building block—if not the ‘centrepiece’ of the InnoLEAD model—is the focus, on the one hand, on the typical characteristics of innovative individuals (leaders and followers) and, on the other hand, on the relationships between these two groups as well as between leaders and innovation teams. For this inner core of the InnoLEAD model, a leadership relationship model (see Fig. 8.1) was developed which, starting from a leader, spans four relationship dimensions: First, the relationship of the leader to themselves, second, to their innovation-promoting role in the company’s overall management system, third, the relationship of the leader to their direct subordinates and fourthly, their relationship to innovation teams as an established organisational form for the development of innovations. In addition, the foundations for the competence development of ‘innovation leaders’ are examined here. Figure 8.1 reiterates the relationship between the relational leadership model and the InnoLEAD model.

Date: 2026
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DOI: 10.1007/978-3-032-26180-9_8

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