Abstract
Despite abundant leadership research work, there is still a dearth of truly original, ground-breaking collaborative research discourse. To provide greater insights of linking various disciplinary paradigms and respond to this issue, we evaluate the leadership competency (LDC) model, proposed by Fowler et al. (2018). The paper analyse the different levels of leadership practices that lead to innovation with examples drawn from leadership studies. The model offers theoretical grounding as well as actionable guidelines for generating original research ideas. In response to the need felt by researchers on leadership, collaborative initiatives indeed has a dominant place in the contemporary leadership discourse.
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