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Abstract: While previous studies have examined sustainable leadership and innovation separately, limited attention has focused on their systemic interconnection. Building on established frameworks, this study adopts a systems perspective to explain how sustainability-oriented leadership mechanisms shape innovation capability across strategic, organizational, and functional levels. Drawing on a single-case study of an information-rich high-tech company, data were collected through semi-structured interviews and internal documentation to examine leadership practices and organizational enablers that foster innovation. The findings show that sustainable leadership strengthens innovation capability by embedding sustainability values into organizational routines, aligning strategic intent with daily learning, and empowering employees to experiment, collaborate, and share knowledge continuously. These feedback-driven processes connect strategic intent with operational learning, enabling organizations to adapt and renew. The study introduces the Systems Framework for Sustainable Innovation Capability (SFSIC), which explains how leadership, culture, and learning interact as interdependent components of innovation capability and organizational resilience. By framing innovation capability as a dynamic, feedback-driven process rather than a fixed set of determinants, the study advances theory by specifying how sustainability-oriented leadership strengthens adaptive capacity within innovation ecosystems. The study offers guidance for building innovation capability and resilience through aligned leadership practices, enabling structures, and feedback-based learning systems.
Keywords: sustainable leadership, innovation capability, systems thinking, organizational resilience, organizational mechanisms, high-tech industry
Published in DKUM: 01.12.2025; Views: 0; Downloads: 1
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Abstract: Purpose: The purpose of this paper is to explore how innovation capability can be enhanced by inclusive leadership. In particular, the focus is on identifying the key drivers of work engagement and the role of leadership in boosting the innovation capability. Methodology/Approach: This research has a qualitative exploratory nature. The exploratory fieldwork is based on an in-depth interview with the CEO, field observations and on the analysis of relevant corporate sources. Findings: The research provides further confirmation of the link between inclusive leadership, work engagement and innovation capability. Specifically, authentic communication and leadership traits such as trust, courage, humility, empathy and gratitude are considered to be among the most important enablers of an inclusive environment that leads to business success. Research Limitation/Implication: This study contributes to a better understanding of how companies could enhance innovation capabilities by leveraging the power of inclusion. The subjective business evidence coming from only one company constitute the main limitations of the present study. Originality/Value of paper: This paper contributed to leadership and innovation literature. The results of this work provide a thorough understanding of the mechanisms for improving work engagement and, consequently, innovation capability. By grounding our research in both theory and empirical evidence, we provide valuable insight for both academia and practice.
Keywords: innovation capability, inclusive leadership, work engagement, case study
Published in DKUM: 11.12.2024; Views: 0; Downloads: 11
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