This article will present functions that are characteristic of successful leadership and why they are important.

Detailed exploration of how these functions can best be learned or carried out are beyond the scope of this article and will not be presented. For information on defining leadership see: Defining Leadership.

The Leader as a Role Model

It is not enough for a leader to talk a good line he or she must also walk the talk. The example that the leader sets through actions will set the standard of how other leaders and followers will treat others within and outside the organization. According to Nadler and Tushman (as presented in Wren, 1995), leaders serve as powerful role models whose behaviors, actions and personal energy demonstrate the desired behavior expected throughout the firm (p. 110).

The Leader as a Figurehead

Some level of what is often called charisma is necessary to facilitate leadership. Leadership does not occur in a vacuum and is a humanistic function that requires one to possess and use excellent communication skills. The ability to communicate with energy, enthusiasm, passion, sincerity, humor, warmth and charisma is a powerful leadership attribute. Nadler and Tushman (as presented in Wren, 1995) believe that charismatic leadership which includes envisioning, energizing and enabling as well as instrumental leadership which includes structuring, controlling and rewarding are both necessary.
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Change management process Research-based, holistic model for managing the people side of change www.change-management.com Leadership Transformational Lead authentically. Be the leader youve always known yourself to be impactfactory.com Charismatic leadership is needed to generate energy, create commitment, and direct individuals towards new objectives, values or aspirations. Instrumental leadership is required to ensure that people really do act in a manner consistent with their new goals. Either one alone is insufficient for the achievement of change. (p. 113)

The Leader as a Motivator

Charisma can also help the leader to motivate followers by building relationships. Much can be achieved by walking around the organization and socializing. The more social and visible a leader is, the better chance he or she will have to energize people by listening to their concerns and ideas, showing them that they are important and valued. Kotter (as presented in Wren, 1995) discusses motivational factors. Motivation and inspiration energize people, not by pushing them in the right direction as control mechanisms do, but by satisfying basic human needs for achievement, a sense of belonging, recognition, self-esteem, a feeling of control over ones life, and the ability to live up to ones ideals. Such feelings touch us deeply and elicit a powerful response. (p. 120)

The Leader as a Teacher

Teaching at its best is a process where the teacher facilitates the learning of students. The key word is facilitates.' It is no coincidence that the techniques used by extraordinary teachers, who understand the concept of facilitation, are remarkably similar to the techniques that exemplary leaders are often credited with using. OToole described his Rushmorean leaders as having the following similarities:

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The way in which each leader is said to be similar: to varying degrees, they listened to others, encouraged dissenting opinion among their closest advisors, granted ample authority to their subordinates, and lead by example rather than by power, manipulation or coercion. They were all recognized as masterful teachers. (p. 22)

The Leader as a Specialist Generalist

It is simply not possible for a leader to command intricate knowledge of all facets of the organization and he or she should not even try. Smith (as presented in Wren, 1995) believes that to the extent that it is possible, tomorrows business leader must be a specialist/generalist an expert in one field, but also reasonably familiar with a number of others (p. 467). The reasonable familiarity that Smith speaks of is no small task. By having a well-rounded general knowledge base, leaders can be brought up to speed quickly by the experts in their charge on a great many concerns.

The Leader as Empowerer

A common mistake of novice leaders is the failure to relinquish control, and the tendency to micromanage. It is simply not possible for the leader to have a hand in every decision, and todays fast paced business environment will not allow for this responsiveness killing tendency. Darling (as presented in Wren, 1995) quotes former Colgate-Palmolive CEO Reuben Mark as saying you consolidate and build power by empowering others (p. 477) Everyone in the organization must be granted the power to make the decisions that they are most capable of making and must be included in making decisions that directly affect their job. To be an empowering leader one must practice inclusion. OToole describes the inclusive leader as follows: Inclusive leaders enable others to lead by sharing information, by fostering a sense of community, and by creating a consistent system of rewards, structure, process, and communication (p. 70). By practicing the concepts of empowerment and inclusion leaders will reap numerous rewards, most notably increased employee satisfaction and esteem.

The Leader as a Visionary

Much of the contemporary writing on leadership has included discussions of visionary leadership. A visionary leader is skilled in the art of helping the organization to come to a joint vision and promoting and perpetuating this shared vision. OToole had this to say about vision: the only course for the leader is to build a vision that followers are able to adopt as their own because it is their own

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