Innovation and Creative Leadership

DOI

10.2991/978-94-6463-686-4_56How to use a DOI?

Keywords

Innovation; Creative Leadership; Entrepreneurship; Total Quality Management; Value Chain

Abstract

Creativity and innovation, which means novelty, are two integrated processes that complement each other. While creativity represents the phase of generating new ideas, innovation represents the phase of implementing these ideas and transforming them into value. Innovation is the key that turns creativity into a commercial or social success. Innovation turns into communal and economic benefit, improves the quality of life and paves the way for the formation of new economies. The market is full of business ideas. Ideas are just raw materials for innovation. Innovation does not occur by generating ideas. The appropriate ground must be created for the raw materials to be processed and turned into products, that is, for these ideas to be implemented. Only creative leadership can create this basis. Without creativity, critical analysis, collaboration, risk analysis, courage, self-awareness, taking action and disciplined work, that is, creative leadership, new and radical changes cannot come to life, and work and actions cannot escape the guidance of the old. Differences can be created through different innovation challenges that require different solutions. The creativity of innovations also emerges with their originality. Thanks to original ideas, it is possible to solve previously unsolved problems or meet previously unmet needs. So the innovation process itself is a process of creativity. This creativity aims to transform knowledge into economic and social benefit. Each company’s innovation challenges should also be unique. Otherwise, one cannot go beyond being a bad follower and imitator of other businesses. Meaningful points of difference can be created by challenging traditional concepts for products and services versus existing ones. This can only happen with creative leadership. Challenges cannot be faced with ordinary managers, with leadership that does not make a difference. The aim of the study is to examine entrepreneurial companies such as Tesla, Apple, Nvidia, which realize the innovation value chain in an integrated flow by generating, transforming and disseminating ideas, in terms of innovation and creative leadership. It has been observed that businesses that develop a corporate culture and ensure sustainability in terms of innovation and creative leadership are strictly committed to total quality management and Kaizen philosophy, and the social and economic added value they create with this understanding is much higher than other businesses.

Copyright

© 2025 The Author(s)

Open Access

Open Access This chapter is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/), which permits any noncommercial use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made.

Download article (PDF)

TY  - CONF
AU  - Mustafa Bulut
AU  - Sadık Serçek
AU  - Şeyhmus Demir
PY  - 2025
DA  - 2025/04/28
TI  - Innovation and Creative Leadership
BT  - Proceeding of the 10th International Conference on Lifelong Education and Leadership for ALL (ICLEL 2024)
PB  - Atlantis Press
SP  - 815
EP  - 821
SN  - 2667-128X
UR  - https://doi.org/10.2991/978-94-6463-686-4_56
DO  - 10.2991/978-94-6463-686-4_56
ID  - Bulut2025
ER  -