| The leadership role provides direction through | | | | competence of followers. An enterprise cannot |
| values, mission, vision and teamwork to transform | | | | grow unless it develops future leaders. |
| innovative ideas into value. | | | | The leadership role is performed within the |
| The role enables either formal or informal | | | | context of planning and policy development, |
| agreements between leaders and followers to be | | | | deployment, and performance measurement |
| reached, including employees, customers, suppliers, | | | | activities. It comprises self-motivation, aspirational |
| and investors. If the vision is compelling enough, | | | | leadership, inspirational leadership, and establishing |
| members of all constituencies will follow, including | | | | an environment for motivating others. |
| regulators and competitors. | | | | Self-motivation - developing enthusiasm for an |
| When agreements are negotiated, there is a | | | | innovative idea and/or commitment to values: |
| clearer understanding of direction and what is both | | | | - Positive attitude |
| required and expected. Both parties may have to | | | | - Ambition |
| make trade-offs to reach a negotiated | | | | - Confidence |
| agreement. Agreements affect culture and | | | | - Commitment |
| morale. Culture results from knowledge and skills | | | | - Self assessment |
| learned from leaders and role models that | | | | Aspirational leadership - establishing the mindset |
| determine shared values, attitudes, behaviors, and | | | | for communications: |
| beliefs. Culture influences future behaviors. Morale | | | | - Values and guiding principles |
| is the willingness to maintain beliefs in values, | | | | - Mission |
| mission, and vision. | | | | - Vision |
| The leadership role is performed at two levels: | | | | - Value proposition |
| - Macro level - transformational: enacting change in | | | | Inspirational leadership - communicating to and |
| the environment within which the enterprise | | | | building relationships with followers: |
| operates, or within the enterprise itself, or both | | | | - Attracting and acquiring |
| - Micro level - transactional: the relationship | | | | - Expanding |
| between a leader and a follower in task | | | | - Maintaining |
| accomplishment | | | | - Retaining |
| Transformational leaders influence results from | | | | - Focusing |
| followers, as individuals and in teams, by changing | | | | Establishing an environment for motivating others: |
| their aspirations, wants and needs, objectives and | | | | - Influencing the motion to action |
| goals, and by affirming shared values, mission, | | | | - Enabling followers to motivate themselves |
| vision and learning. | | | | The consequence of effective leadership is that |
| Transactional leaders are either power-centric or | | | | followers achieve the intended results through |
| empowering. Power-centric leaders use a | | | | their own self-motivation. |
| command and control oriented approach, where | | | | The leadership role sets direction that others will |
| results are delivered to order with rewards, or | | | | follow to achieve results in conjunction with the |
| else punishments are inflicted. By contrast, | | | | entrepreneurial and managerial roles. The |
| empowering leaders develop successors through a | | | | leadership role is an enterpriship (entrepreneurship, |
| process of migrating from a directive style to a | | | | leadership, and management) competency. |
| supportive style based upon the commitment and | | | | |