PART II: LEADERS CREATE THE ABILITY TO INNOVATE
A decade of observing innovative organizations has convinced us that the best leaders of innovation don't see themselves as people with all the answers who set a direction for others to follow. That's not to say they're incapable of these things. Often they are even visionaries in their own right. But they've come to understand that the primary role of the leader is to create an environment where diversity and creative conflict flourish, experimentation is encouraged, intelligent missteps tolerated, and integrative decision making embraced. In short, what they do is shape a context in which others are willing and able to innovate.
With part I, chapters 4 and 5, we completed the willing half of ...
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