This chapter introduces innovation leadership as a key organisational capability for managing innovation in complex and rapidly changing environments. Drawing on empirical research in Swiss knowledge-intensive companies, it explores how leaders navigate tensions between freedom and control, efficiency and creativity, and stability and change. The chapter discusses the growing impact of AI, digitalisation, globalisation and open innovation ecosystems on leadership practices and organisational learning. It argues that innovation leadership must be understood as a collective, multi-level responsibility that enables experimentation, collaboration and long-term adaptability. Finally, the chapter presents the InnoLEAD model as an integrative framework for understanding and developing innovation-oriented leadership systems.