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Daphne Halkias


In today’s volatile global market, outdated HR practices continue to cause the loss of value-driven talent. Scholars have noted a gap in the literature regarding how to create an innovative talent leadership role that is linked to meeting macrolevel outcomes and competitive advantage, rather than just passively reciprocating to micro and mesolevel business needs. The research problem was that corporate executives have sparse information on the needed competency characteristics for an innovative talent leader whose primary responsibility is retaining value-driven talent to support organizational competitive advantage. The purpose of this qualitative, multiple case study was to describe talent management experts’ views on the competency characteristics of an innovative talent leader. Semistructured interviews with a purposeful sample of 10 participants, journaling field notes, and archival data served as data sources to understand talent management experts’ views of competency characteristics of an innovative talent leader. Identifiable themes emerged through thematic analysis of the textual data and cross-case synthesis analysis. A total of 6 conceptual categories, including 16 themes, were identified. The conceptual categories were: managing macrolevel, mesolevel, and governance issues, creating value through macrotalent management, supporting organizational competitive advantage, and the future of the innovative talent leader role. The outcome of this study may provide executives a better understanding of how to reshape talent management leadership roles within organizations to better support sustainability goal agendas.