Some business leaders, managers, and senior executives really like to look at academic journals but very unfortunately, the crossover literature has not reached them enough. In this article, we attempt to blend scholarly concepts with real-world applications. This article is about how leadership can focus on adopting new roles to lead more innovatively and effectively for a social impact. Leading scholars have grappled with this idea for decades. Recent empirical studies show companies can make much more money with more innovative workers. However, many employees still feel their workplaces don't inspire them adequately to innovative. In order to solve this big problem, leaders must create new roles and training to help people stop old ways of thinking and learn new ways. Much of what we share in this opinion article comes from our consulting work experience in the UK, Japan, UAE, Australia, and Hong Kong. We portray a more detailed picture of the future of leadership coupled with social innovation that has not been mentioned in the past. This article presents a new leadership model in the new business world of social innovation that can help companies achieve business success, employee satisfaction, and eventually a greater social impact. This model also blends the notions gathered by scholars and practitioners of leadership and combines them as one of the best ways to be an executive. There is a need for new leadership roles, and these new and critical roles are not preferable over the other.