“…In this sense, leaders can review their performance in order to assume behaviors or execute practices that will favor the consolidation of a culture of innovation: clearly communicate the importance and what is expected from innovation [17,18]; promote openness to change and favor experimentation [2,19]; seek guidance for the external environment through social networks [20,17,19]; mitigate critical reactions and encourage the exploration of new ideas [2,19]; ask for and listen carefully to the followers´ contributions [17]; measure and reward innovation [2, 17,21,22]; challenge employees to constantly improve products and processes by taking risks [2, 17,23]; provide support for group work [14,23]; encourage the exchange of knowledge, including that obtained from errors and failures [2, 19,24]; tolerate failure considering it as a search for new opportunities [2, 19,24]; publicize the positive contributions of employees [2,21]; promote a conception of error as a learning opportunity [4]; encourage employee training [2,22] and take advantage of the knowledge and skills of those with more seniority and experience [2].…”