One of the most crucial components of competitive advantage in 21st-century businesses is innovation, or the use of original ideas. However, managers don't always support the kinds of employee behaviors that are essential to innovation. We include the body of research on the crucial elements that operate as precursors to innovation, such as information sharing and employee voice, which in turn stimulate creativity and innovation. We provide evidence-based suggestions for managers to become innovation leaders based on current empirical research.

These suggestions include: (1) creating appropriate group norms; (2) strategically designing teams; (3) managing interactions with individuals outside the team; (4) demonstrating organizational support; (5) demonstrating leadership support; and (6) effectively utilizing performance management.