Seven Pillars of New Leadership for Enabling Emergent Innovation
Moses Yonggwan ParkIntroduction
I would like to say current leadership models are mainly leader centeredpower models. These leadership models were succeeded at incremental
innovation responding to the stable and continuous changes. The power model ofleadership, however, often interferes with emergent innovation. I would like toargue that managing with directions, commands, and controls is ineffective foremergent innovation. To implement emergent innovation, all employees mustquestion the common premise based on their old experiences, assumptions,beliefs, prejudices, and hypotheses. Each must autonomously judge the premiseand demonstrate his or her capability and creativity.
Leaders need to help every employee so that each can demonstrate talent,capability, and possibility. Leaders must consider employees, facilitate theirmaturity and support them, so that each employee can address the challenges of
new things and feel rewarded. This demands we consider a new leadership theory
fundamentally different from the current leadership model.
This paper presents the desired kind of new leadership which is necessary toimplement innovation in unstable and continuously changing environment. To
implement emergent innovation, we consider a new leadership with the leader as
moderator, peacemaker, server, wisdom-creator, vision-maker, facilitator, andthanks-giver. I would like to say these ingredients as the seven pillars of newleadership for emergent innovation.
1. Leader as moderator
To implement emergent innovation, a leader needs to encourage every
employee, to fashion each employee into an entrepreneur, and to urge each one
to facilitate their moving toward an innovative route to success. Regardless of thesuccess or failure, leaders need to praise associates’ new ideas and challenges toimplement an emergent innovation. Values such as effectiveness and creativity
demand more than immediate efficiency in unstable and discontinuous times.
2. Leader as peacemakerA leader needs to maintain balance for the whole organization, to learn to bea fair intermediary, and to form a complete consensus because confrontations,conflicts, and attacks among associates will result in people's hearts will close andwill greatly deter the emergence of innovation in an organization. Such problems
will obstruct communication between employees in an organization, barcooperation, and increase feelings of isolation. Therefore, the leader needs tohave good relations with associates and to unite the associates together for
implementing emergent innovation.
3. Leader as server
To achieve emergent innovation, a leader needs to provide opportunities forevery employee to determine his or her direction, extend the boundaries, anddevelop a special field. To implement problem solving, a leader needs to supportand serve employees so that they may creatively contribute from an independent
position. Leaders need to promote employee growth, to accept and praise suchgrowth, and to empower and facilitate their confidences.
4. Leader as wisdom-creator
Leaders need to move beyond processing the data and information collectedfrom the bottom, going beyond personal knowledge and experience for achieving
emergent innovation. Leaders must be modest and search for discretion andwisdom, full of understanding. A leader guides associates through insights andwisdom by correctly understanding a situation, recognizing a priority and showing
the right direction. If leaders face obstacles, they will search for the wisdom to
overcome these obstacles rather than trying to eliminate them.
5. Leader as vision-maker
Leaders need to abandon vested rights and interests such as their honor,status, power, and possession, and discard their successful experiences to allow
associates to demonstrate their creative capability. Leaders must show thedirection where an organization should go, filling vacant space with their great
vision and passion for their organization.
6. Leader as facilitator
To create emergent innovation, all employees need freedom to facilitate theirtalent, creativity, and independency, which all individuals can demonstrate to themaximum extent and use to address challenges for the future. The role of theleader as facilitator is to provide this freedom.
7. Leader as thanks-giverSincere employee commitment may create emergent innovation due tointrinsic motivation rather than anything else. The intrinsic motivation can becultivated by the leader recognizing, praising, and thanking the employee for hisor her work, rather than anything else. Therefore, the leader needs to admire
associates, celebrate their successes, express admiration and thank them.
Conclusion
We need new leather bags to encourage emergent innovation. Incremental
innovation is also important. But emergent innovation is required more than everto counter instability and discontinuity in times of change. And new operations inorganizations to enable new thinking and new invention are paramount.
The wisdom, insight, discretion, and understanding to implement suitableorganizational operation are required for a new time, freeing the organizationfrom being trapped in its old shell of old successes. Therefore, we must explore
new leadership that is fundamentally different from the current leadership model.
The seven pillars of new leadership for emergent innovation are the leader as
moderator

asmerciful,peacemakerasreconciler,server

asnurturing,

wisdom-creator as revelator, vision-maker as having dream, facilitator as
empowerer, and thanks-giver as acknowledger.

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