There are many discussions concerning what makes good leadership. Some define leadership as a social process that uses influence to raise up ideas and accomplish goals. Many leadership training methods focus on effective listening and organization. Since my work deals primarily in quality management, leadership has a slightly different purpose.

For instance, we may believe that leaders need to be strong willed, demanding and always focused, but does that mean impersonal and ‘above-it-all’? Imagine that you want to build a house and you want it to be perfect.

If a leader is effective, they are strategic thinkers; therefore it behooves the leader to be accessible to all because it is for the benefit of strategy (e.g., to be successful). They may be excellent communicators, they may know when and how to break down traditional organizational hierarchy, they may simply be likable people, but first and foremost the effective leader knows how to reach people AS people not just the means of accomplishing stated goals.

You’ve heard that leaders should be ‘transformative’. What does that mean? I believe that to be transformative, the leader must possess an ability to touch the head as well as the heart; to reach deeply for emotional commitment from whomever comes near; to envelop others with inspiration about anything that is in the common interest be it spiritual, personal, or work-related.

We want leaders to be honest and transparent. To me, that’s a prerequisite if you also want people to trust you.

You will be a multi-skilled individual, with ‘know-how and do-how’ that covers as many different aspects of the ‘common interest’ as possible. The leader will have a clear vision and a strategy to match their passion.

Leaders encourage diversity and excitement in those that chose to follow.

Leaders encourage others to do their best.

Leaders think differently, yes, but they also act decisively, firmly and are willing to take acceptable risks with others when the time is right.

Leaders are ‘environment creators’; by that I mean that they attract and keep the best and the brightest ideas and talent. They keep people motivated as a means of keeping ideas fresh and vibrant.

Leaders have a “next X” mentality – always looking first from your agenda then next to the goal. You will work toward any goal that offers success for your organization and its people. You celebrate one victory and prepare for the next one. You will be curious, competent, tireless, and persistent.

Leaders lead because they must.

Leadership – Collaboration with Thought Leaders

Cranfield University, UK

• Andrew Kakabadse
  Professor and Chairman of the Management Development Board
  Organization 21C

Copenhagen Business School, Denmark

• Gianpiero Petriglieri
  Adjunct Professor
  Next Generation Business Handbook

Harvard Business School, USA

• Sandra E. Cha
  Researcher
  Next Generation Business Handbook

•  Monica C. Higgins
  Associate Professor of Organizational Behavior
  Next Generation Business Handbook

•  Linda A. Hill
  Wallace Brett Donham Professor of Business Administration
  Management 21C

 IESE Business School, University of Navarra, Spain

• Vladimir Pucik
  Professor of International Human Resources and Strategy
  Organization 21C

• Joaquim Vilà
  Associate Professor
  Next Generation Business Handbook

• Jack Denfeld Wood
  Professor of Organizational Behavior
  Next Generation Business Handbook

INSEAD, Fontainebleau, France

• Jean-Louis Barsoux
  Researcher
  Next Generation Business Handbook

• Paul A. L. Evans
  Professor of Organizational Behavior
  Management 21C

• Jan-Francois Manzoni
  Associate Professor of Management
  Next Generation Business Handbook

• Elizabeth Florent-Treacy
  Research affiliate in leadership, entrepreneurship, and family business
  Organization 21C

• Manfred F. R. Kets de Vries
  Clinical Professor of Leadership Development and Raoul de Vitry d’Avaucourt Chair of Human Resource Management
  Organization 21C

Instituto de Empresa, Spain

• Margarita Mayo
  Professor
  Next Generation Business Handbook

•  Juan-Carlos Pastor
  Professor
  Next Generation Business Handbook

Kellogg School of Management, Northwestern University, USA

• Leigh Thompson
  Professor
  Next Generation Business Handbook

Melbourne Business School, Australia

• Moreen Anderson
  Senior Associate
  Next Generation Business Handbook

Rotterdam School of Management, Erasmus University, The Netherlands

• Marja Flory
  Assistant Professor of Change
  Next Generation Business Handbook

Santa Clara University, USA

• Barry Z. Posner
  Dean, The Leavey School of Business
  Management 21C

State University of New York, USA

• Late James R. Meindl
  Carmichael Professor of Organization and Human Resources
  Next Generation Business Handbook

Stockholm School of Economics, Sweden

• Ingalill Holmberg
  Professor and director of the Centre for Advanced Studies in Leadership
  Management 21C

• Stefan Meisiek
  Researcher
  Next Generation Business Handbook

•  Jonas Ridderstrale
  Assistant Professor
  Management 21C

• Miriam Salzer-Mörling
  Professor
  Next Generation Business Handbook

• Lars Strannegard
  Professor
  Next Generation Business Handbook

Tuck School at Dartmouth College, USA

• Sydney Finkelstein
  Professor of Management
  Next Generation Business Handbook

University of California, Berkeley, USA

• Jennifer A. Chatman
  Professor of Management
  Next Generation Business Handbook

• Gretchen M. Spreitzer
  Professor
  Next Generation Business Handbook