This chapter examines the role of self-efficacy, motivation, and leadership in fostering innovative work attitudes and sustainable performance. Drawing on 15 years of empirical research across Dutch professional sectors, this chapter highlights how engagement and self-efficacy predict productivity, well-being, and creativity. Integrating insights from scholars such as Angela Duckworth, Adam Grant, and Albert Bandura, the chapter argues that deliberate practice, domain expertise, and constructive nonconformity are central to innovation. A tested model—linking nonconformity, self-efficacy, engagement, and originality—demonstrates how leaders can cultivate enduring innovative capabilities.