Igniting executives through reflective development with the composite leadership innovation and change model: a UK automotive manufacturing longitudinal study

Purpose This study validates the composite leadership innovation and change (CLIC) model, developed by a UK business school and examines its effectiveness in transforming siloed leadership in UK automotive small and medium-sized enterprises (ASMEs). Rooted in leader–member exchange (LMX) and social exchange theory (SET), the model fosters innovative executive leadership teams through reflective development. Design/methodology/approach A two-year longitudinal observational study was conducted in UK ASMEs using an interpretivist approach. It required active participation in the workplace, observing departmental leaders’ interactions, supervision, trust, engagement and idea-sharing. Leadership weaknesses were identified, and CLIC-based reflective exercises were administered. Every three months, shifts from siloed to innovative executive leadership were assessed. Findings By the study’s end, departmental leaders had moved from working in isolation to functioning as an integrated, innovative leadership team. Regular interdepartmental meetings and stronger leader–subordinate relationships fostered idea exchange, enhancing employee productivity, company performance and competitiveness. Practical implications Theoretically, the CLIC model advances knowledge on breaking siloed leadership and fostering executive team leadership. Practically, enterprises struggling with siloed leadership can adopt the model to enhance innovation and performance at the executive level. Future research could examine dysfunctional socio-technical leadership traits, emotional intelligence and readiness to change beyond UK ASMEs. Originality/value This study confirms the effectiveness of the CLIC model in replacing individualised leadership cultures with executive team leadership and promoting collaboration over siloed approaches using both feedback and the CLIC model digital monitoring aid.