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Life without Leaders
A discussion on how leadership makes a difference and what makes a leader.

Other leadership concept Related Articles

Keys to Effective Leadership in Business
Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations. It is not magnetic personality, that can just as well be a glib tongue. Leadership is getting someone to do what they don't want to do, to achieve what they want to achieve. It is about making other leaders and not followers. This is not a new concept in the world of business and politics. Even John Quincy Adams stated, "If your actions inspire others to dream more, learn more, do more and become more, you are a leader."

Why everybody lives by selling something – part 2
For some time now I have been testing the concept of ‘everybody lives by selling something' with almost everyone I meet, including senior leadership teams (comprising of HR, Finance, IT, Operations, and Sales), primary school teachers and administration staff, senior banking risk professionals, and health professionals (including my podiatrist and GP). I am curious to see how people respond and how they see themselves in relation to the concept of ‘everybody lives by selling something'. Often when one mentions the words ‘selling' or ‘sales' you can see people visibly recoil in disgust, with many immediately saying something like "I don't sell" or "It's not my job".

Transformational Leadership Theory - The 4 Key Components in Leading Change & Managing Change
Transformational leadership theory is all about leadership that creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole. James MacGregor Burns first brought the concept of transformational leadership to prominence...
“Third Generation Leadership” – “3G Leadership” or “Leadership v3.0”
First Generation Leadership ("G1 Leadership" or "Leadership v1.0") was typified by a command and control approach in which hierarchy ruled and the leader was "right". Second Generation Leadership ("G2 Leadership" or "Leadership v2.0") was typified by a reward for conformance / non reward or punishment for non-conformance. Again, hierarchy ruled and the leader was largely "right". Third Generation Leadership ("G3 Leadership" or "Leadership v3.0") is typified by engaging followers both with what they are doing and with the people with whom they do it. In this article Doug Long introduces both the concepts of leadership generations and shows the distinctions between them.
The Zen of Leadership
There are many aspects to leadership that parallel the philosophies, concepts, and perspectives of Zen Buddhism. I don't profess to have a great depth of knowledge regarding Zen Buddhism, but from the insights I do have, I can see the application with respect to effective leadership. The parallel exists within the concept of...
Business Leadership Skills
Not that a business is born with leadership skills. It is true that certain leadership traits that quite a few others seem to them. However, there are others that can be developed. There are many leadership programs that teach us different leadership style will also help us realize our business leadership skills and have some improving. However, short of the best leadership training effort comes from rising above the rest and put personal gain before the collective interests.
Is "leadership" dead?
"Leadership" now seems to be a catch-all term (a bit like "communication"). That being the case, has the time now come when we should be considering whether the term "leadership" has lost its impact and whether we need to radically rethink the whole concept by moving out of all the traditional concepts like "servant leadership", "situational leadership", “contingency leadership”, “leadership habits” etc that are based on attitudes and behaviours?
Project Execution through Successful Leadership: How to Lead Like a Fighter Pilot
Successful leadership is a concept measured by benchmarked success and project execution, and is also indicated by one's actions and influence upon others. While innate values and personal characteristics lend themselves heavily toward the development of a leader, these traits do not primarily form the core of a true leader. Leadership is defined by a combination of values, thoughts, and the ability to inspire others to emulate your actions.
Leader Interrupted
The concept of leadership within the protection of this book or the walls of any classroom is much different in execution. Too often, leaders understand the factors that promote effective leadership yet still fail to execute at critical opportunities. Why can leaders say (and even believe) the right things and then contradict the very same statement with their teams? Why does leadership theory get diluted in application on the job? How can we develop leaders to execute properly? These simple questions and the answers are in fact a revelation for most organizations.

The seven essential willabilities of real leadership
I have been convinced for some time that many people have the skills of real leadership and yet very few have the will. Skill without will is a ship without a rudder. Competency (ability) is useless without commitment (will). By combining them together in remarkable ways we bring our true character to everything we do and demonstrate our true capability. I call this willability. In preparation for some upcoming mentoring assignments I created the concept of willability in order to emphasise for my clients that commitment is really what makes competency worthwhile. There are seven essential willabilities of real leadership.
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