Without strategy, vision is a dream.

What are the leadership challenges and acti vities in creating intelligent and rational strategies and implementing them eff ectively.

ABSTRACT The following paper attempts to define the parallels between strategy and leader ship and its ability to impact vision and mission, showing strategy as a formula tion of directional and engagement. It then seeks to highlight the plausibility that strategy is a concept of both management and leadership. Through manageme nt it will be formulated and through leadership it will be implemented and engag ed in. Leadership styles and theories will be discussed as to their impact on successfu l leaders and models will be examined to determine the leadership challenges and activities that are faced when creating intelligent and rationale strategies an d implementing them effectively. Throughout it will seek to critique the theory by re visiting popular frameworks, highlighting strengths and weaknesses and add ress evidence of claims in empirical research.

Contents Page Introduction Page 4

1. The Background of Leadership Page 4 2. The Importance of leadership Page 4 3. Leadership Versus Management Page 5 4. Leadership & Followship Page 5 Leadership Theory, its Development & Critical Review Page 5 5. Trait & Behaviour Page 5 6. Group Dynamic, Theory & Critique Page 6 7. Leadership Style and Critique Page 6 8. Situational & Contingency Thoeries Page 6 9. Relationship and Task Beahviour Page 7 10. Critque of Situational & Contingency Theories Page 7 11. Leadership Misunderstood Page 8 12. Developments of Leasdership Theory Page 8 12.1 Transformational Leadership Page 8 12.2 Engaging Leadership Page 8 12.3 The Engaging & Transformational Leadership Model Page 8 12.4 Laissez Faire Leadership Page 9 12.5 Transactional Leadership Page 9 12.6 Management by Exception Page 9 12.7 Contingent Reward Page 9 12.8 Critique of Transactional Ledaership Page 9 13. Analysis of Ledaership in the Context of Vison/Mission & Stratgey Page 9 14. Shared Values Page 10 15. The Ethical Challenges of Leadership & Glpobalisation Page 10 16. Strategy/Leadership/Vision Page 11 17. Conclusion Page 11 Bibliography Page 12 Without strategy, vision is a dream. What are the leadership challenges and activ ities in creating intelligent and rational strategies and implementing them effe ctively.

Leadership is the activity of influencing people to cooperate toward some goal wh ich they come to find desirable. - Ordway Tead (Gorham, R. (2011). Leadership Quotes. Available: http://www.leadership-tools.co m/leadership-quotes.html. Last accessed 18.03.2011) Introduction The following paper considers that vision alone is not enough and without strate gy the dream will never materialise. Strategy itself must then be intelligent a nd rational but certain challenges are recognised to implement this effectively. To analyse the challenges and activities that a leader will face, the backgrou nd of leadership, traits and qualities, systemic or acquired and the styles appl icable, will be considered. Theories will be critiqued and the role of a leader in creating strategy and vision will be concluded upon. 1. The Background of Leadership According to Gitlow (2010), Leadership is the ability to harness and engage the sentiments and feelings of others to allow the influence of their behaviour. We stern sees it more as the poetic beauty and the golden chalice, the sacred prize found by the chosen few found on the path that leads them to the Holy Grail (We stern, 2010). Leadership like beauty is in the eye of the beholder, which perpe tuates why the study of leadership is as ambiguous as subjective in nature (West ern (2010(Barnard1938, 1991:81). Yet, as there are common traits that can make a leader, surely there are also common traits of the follower, allowing leaders t o lead the likeminded. 2. The importance of Leadership Nussier and Aucher (2010) concede that leadership is crucial for success and critical in its role of success or failure for the organisation. Buchanan a nd Huczynski (2010) believe that whether public or private sector, organisation al effectiveness is critically underpinned by it. It could be argued that leade rship is inherent and obtained by systemic traits, manifested in culture not onl y organisational, or, that it is granted by organisational structure, ordaining leadership status on the promotion of incompetence (Gitlow 1992).

3. Leadership versus Management Where it is that success lies? Can organisational strategy be intelligent and r ationale and implemented effectively by management or is it a double concept tha t requires management to formulate intelligent and rationale strategies. The st ructured approach of management is only guided through the chaos of the organisa tion by effective leadership, which is why organisations who input more of their resources into developing leaders than managers, and the key factor for their s uccess; General Electric, Procter & Gable & Nokia: Fortune Magazine 2007 (Gold e t al 2010). Obelensky (2010) argues that before preferring on as to the other, they must be questioned as to their sustainability. The duties for manager and l eader can be defined into a list of separate tasks, but Oblensky believes that l eadership will have the ability to perform both, whilst management their defined tasks. Juxtaposing the roles this way assigns the list of a, leader with tasks that require vision and charisma with the ability to empower and the manger dut ies that require short term control. In looking at these needs, leadership addr ess not only the goals that need to be achieved but the needs of the people that are involved (Oblensky 2010). 4. Leadership and Followship Without followers, great leaders will have no one to lead, therefore are followe rs the sustainability of leaders and facilitator of them, as strategy the facili tator of vision and leadership the facilitator of strategy (Riggio et al 2008). Seteroff (2003) suggests that the word follower has negative connotations, unju stly so, only understood by the true follower. Followership should be the organ

isational goal beyond leadership to be aspired too, for true leaders subordinate themselves to their followers, followership being borne out of the capacity to be a true leader (Seteroff 2003). According to Nueschel (2005), the leaders style of followership will be mirrored by the followers, seeking to imply that a continuum exists, with followership se tting the pattern for leadership. Leadership Theory / Its Development & Critical Review. 5. Trait & Behaviour Leadership traits and theories have been developed to answer the constant questi oning of the making of a successful leader and the most effective leadership sty le to develop and implement strategy from vision (Manning & Curtis 2003). The t wo earliest studies of leadership were trait theory and behaviour theory. One of the earliest leadership theorists, Sir Francis Gallon, believed that leadersh ip traits were systemic and passed on as family characteristics (Manning & Curti s 2003). The trait theory assumes that traits both physical and psychological a re the underpinning for the level of effectiveness, this seen embodied by the US Marines and US Army on their belief of what makes a leader. This was further e videnced by a study carried out by Edwin Gheselli, who by studying 300 managers from 90 different businesses was able to define the six most important traits fo r effective leadership. This was theory was to be challenged in the 1930s by the study of leadership behaviour and the classic study by Karl Lewin and associate s in 1939, believing that leaders could also be trained in the behaviour indicat or of leadership styles (Manning & Curtis 2003). World War 2 proved a catalyst for studying management as a practise separate to leadership, to define what the qualities of leadership to create strategy, shoul d be from the military and political perspective, assuming that the greatest lea ders of a time would be a pivotal point in attaining the best attributes, agains t which a standard could be ratified, identifying similar traits. Stodghil in 19 48 later challenged this theory to be flawed as it implied that only certain tra it beholders would make leaders and instead the effectiveness and eligibility of a leader should be determined on the based only on innate traits and situationa l (Schreiber et al 2011). 6. Group Dynamic Theory and Critique According to Fielder the interaction between leader and organisation and the pot ential impacts they have on engaging vision are subject to both the personality and behaviour traits of the leader and open key concepts of contagion and conver gence to be considered as the dynamic theory of leadership (Fielder pg 126 2001) . Tuner and Killan (1957 citing Meindel et al) offers a further view of emergent norms, the origins from which all collective behaviours arise. Mededeff (2007) et al believe that as emergent leaders emerge by situation matching their dynam ics and approved by followers, they retain leadership after the required situati on has finished, even though other group members may exhibit behavioural traits more befitting to a leader (Medeff & Lord article quoted in pg 36: Miendl et al 2007). A different approach of leadership in group dynamics is servant leadersh ip, a style embraced by Strabuck and South West Airlines, which also evidence a better than financial results believed to be because of this (Sipe & Frick). In adopting a leadership style of servant leader, Sipe & Frick believe that the ser ving of the needs of stakeholders is the objective of the leader in leading. 7. Leadership Style and Critique Leadership style theories focus on what leaders do in the context of people focu sed and task focused, with the emergence of Action centred leadership being the e focus of task, team and individual (Hill 2007).Henry Fords factories provided the best example of task focused leadership style theories to attain organisational goals through efficient methods whilst Hawthorne Works of Western Electric achi eved organisational goals through leadership that was people focused (Hill 2007) . 8. Situational & Contingency Theories

Contingency theories address the inconsistencies that lie in leadership theories i.e. structure related or not related to performance and satisfaction (Tosi et al 2000). This approach concludes that effective leaders will adapt whichever style is needed according to situation and circumstances, founded by the three most prominent contingency theories:

1. Feidlers contingency theory of leadership group setting and task performance affecting group performance (Tosi et al 2000) 2. The path goal theory applying the theory of motivation of task achieving org anisational goals (Tosi et al 2000 & Nelson Appliances Plant) 3. The Vroom Yettom model situational characteristics (Tosi et al 2000). Situational theory as developed by Hersey and Blanchard focuses on the behaviour of the followers as the causality that determines the effective leader behaviou r style made more subjective by the fact that followers will have differing leve ls of task readiness (Draft & Lane 2008). Draft & Lane 2008, suggest that situa tional theory presents 4 leadership styles based on the interaction between peop le and task focus and the levels of each one; directive style, selling style, pa rticipative style and delegative style, but the owness on the leader being able to diagnose the followers readiness. Its advantage is its fluidness in nature is its flexibility in adapting to the stresses of followers as their commitment an d capabilities change over the course of time (Northouse 2010). 9. Relationship & Task behaviour Task relationship will also be dependent on the maturity of the followers and of the leader to chose the appropriate style (Shacleton 2005) Low levels of matu rity in followers will be structured by high task and low relationship until the gradually maturity grows and the relationship becomes low in task and high in r elationship (Shackleton 2005) 10. Critique of situational and contingency theories definition and quote/exampl e 64 Blanchard et al 1993 (Sahckleton 2003) argue that commitment in followers varies and from high when a new task is started, decreasing as the task is learned and there is not enough research to conclude on the differing levels of commitment in followers, leaving this area of situational leadership unclear (Shackleton 2 003). Situational theory also assumes that leadership style should be adopted a s to subordinates development level (Northouse 2010). Contingency theory lacks research to substantiate all of its claims. Fielders 19 93 (Northouse 2010) theory of the little black box questions the answers as to wh y task motivated leaders are successful in extreme situation whilst moderate sit uations propel the success of relationship focused leader (Northouse 2010). Se condly, when there is a mismatch between leader and situation, contingency as a personality theory lacks the direction of advocating leaders to change styles at to the situation to improve leadership (Northouse 2010).

11. Leadership Misunderstood Competency, skills, traits and relationship have all been used to define the sub ject of leadership and its many different contexts (Gill 2010). The 1500 defini tions complied by Bass (1990a; Gill 2010) show how subjective and ambiguous the subject can be. Leadership does imply that a common vision and purpose should e xist and a clear strategy for pursing it (Gill 2010). 12. Developments of Leadership Theory 12.1 Transformational leadership Bass 7 Riggio (2006), believe that transformational leadership is the most optim

al level of leadership to engage followers in strategy. Associated with the bro ader characteristic of charismatic leadership its criticisms lie in the charisma of leaders to inspire followers to destructive ends (Bass & Riggio 2006). Tran sformational leadership can have components; individualized consideration, intel lectual stimulation, inspirational motivation, idealized influence, that lie in both authentic and inauthentic leaders but can be can be scrutinized as to thei r effect to inspire of manipulate (Bass & Riggio 2006). 12.2 Engaging leadership definition and quote 6 Marlier et al (2009), describe engaging leadership as energy focused on content as much as context, fulfilling followers expectations, reason for change and disp lay behaviour in line with strategy intent (Marlier et al 2009:8) 12.3 The Engaging and Transformational Leadership Model 70 These theories are further substantiated by models such as the the engaging and transformational leadership model, substantiating that creating and implementin g strategy in leadership can be critical to its success (Hill :Alimo Metcalf an d Alban Metcalf cited in Gill DBS 2010). Milner & Joyce suggest that studies u sing this model of visionary leadership are only applicable to some leaders and focus on the most important concept of a leader being that a shared strategic vi sion is key. Basss full range model further distinguishes between laissez-faire , transactional and transformational leadership; Sadler 1997:45 (Gill 2010) su ggest that full range model is limited in it two fold approach, with the transac tional focus on management and transformation over emphasising on leadership, w hilst Den Hartog et al., 1997; Hinkin & Tracey, 1999)believes there are issues c oncerning the structure of the e model and the six factor structure should be u sed in application (Gill 2010).

12.4 Lassiez faire leadership Bass et al (2008) suggest that leaders defined by laissez faire and inactive and take little or no responsibility when leading. Correlating only positively wit h the dismal of employees , it is likened to democratic and autocratic leadershi p which leads to disorganisation, ineffectiveness and dissatisfaction of followe rs (Bass 2008). 12.5 Transactional leadership James McGregor Burns (Michell 2005:24) defined transactional leadership as task orientated with followers following as to the prize that is in it for them, b ased on mutual reward with no real morale dimension (Michell 2005). 12.6 Management by exception Management by exception is both active and passive, involving corrective critici sm, negative feedback and negative reinforcement as opposed to the positive appr oach of contingent reward (Northouse 2010). 12.7 Contingent reward Contingent reward finds it origins in transactional leadership, using negotiati on and payoffs to engage followership at the exclusion of emotional attachment(N orthouse 2010 12.8 Critique of transactional leadership The needs of followers are not individualised and exchanges take place when the best interests of the subordinates will further the leaders own interests in the pursuance of strategies (Northouse 2010). 13. The Analysis of Leadership in the Context of Vision/Dream/Strategy Cowely & Domb (1997), see vision as a shared expression by followers in a step t o create unity of purpose by which strategic intent will be realised. They also believe that vision unite the organisation in its purpose and also its members in work to realise organisational objectives (Cowley & Domb 1997). In order f or vision in the present tense to capture the strategy of the organisation in th e future tense, good vision must have certain characteristics:

 Grounded in the present, recognising challenges now in achieve the future Highlight problems Capture stakeholder engagement Shared integrated rather than a collection of individualists Inspire, motivate and challenge (Cowley & Domb 1997). An effective leader faces a challenge in that they must take vision and create s hared vision of best fit (Duke Corporation Education 2005). Clarity must be abl e to fill gaps in followers understanding and recognising key capabilities to ex ecute strategy is key (Duke Corporation Education 2005). 14. SHARED VALUES Shared values create lasting and effective change (Lebow & Simon 1997). A leade r must ensure shared values must not become abstract goals, but made into everyd ay values that are lived by the followers (Lebow & Simon 1997). Pepsi Cola was able to avoid bankruptcy by adapting shared values which enable leaders to face the challenges ahead, capturing and engaging the members of the organisation (L ebow & Simon 1997). It is also in shared value that leaders can confirm the cha llenge of multiculturalism, which has a danger of the vision being a sum of part s, rather than one whole. An effective leader must show understanding, empathy and tolerance, with a willingness to communicate, managing multiculturalism to a competitive advantage (Griffin 2008). 15. THE ETHICAL CHALLENGES OF LEADERSHIP & Globalisation Johnson (2005) believes that ethical challenges are inherent of the leader role, but personal values will dictate whether power in the role will cause light or cast a shadow. Followers should not be held to ethical standard that are higher than those that leader is will to live by (Johnson 2005). Leading globalisatio n will require the leader to acknowledge any ethnocentrism and overcome this, ta king into account cultural values and with ethical leadership unite followers on common ground (Johnson 2005). Leaders must also be able to implement strategy not just conjure it in turbulent times as well as good, with a global mindset, n ew technologies and corporate culture ( Daft & Marcic 2009). According to Morri ll (2007) strategic leadership is made up of the following elements and assumpti ons; Human agency and values Organisational culture and paradigms Narrative and vision Data and information Responsiveness and responsibility Conceptual thinking Integrative thinking (Morrill 2007). Vision on its own, is it enough, is it sustainable? Is strategy the facilitator of vision and if so what is needed to formulate strategy that is intelligent an d rationale and the implement them in a way that is effective for the vision to come to fruition. Is leadership then the facilitator of strategy or the facilit ator of change and is strategy created and formulated to implement change? 16. Strategy Leadership Vision Creating intelligent and rational strategies will have several connotations, fo rmats and criteria in order to achieve the standard of intelligent rationale and will draw on several different skills of the strategist. Will the strategist a lways be the leader will the leader be the strategist. Does a leader only need the skills to implement the strategy or will strategy be ineffective if the lead er only facilitates the strategy and is not the strategist. Could we then pose that these are the leadership challenges and activities in creating intelligent and rational strategies? Vision only as a dream if vision will not be realised without strategy, has this

been realised? If leadership is seen as a facilitator of strategy to achieve vi sion, how much importance is given to strategy in achieving the vision. If stra tegy as the facilitator of vision is not believed, then this indeed will pose a challenge to implementation. Is strategy a pre requisite of vision or can visio n be achieved without this . 18. Intelligent Leadership & Strategy What is the connection between intelligent strategy and leadership? Are issues created when confusing management with leadership in trying to implement effecti ve strategy? Is strategy led or managed. Are all the elements that make up a good leader, asp irations, beliefs, empowerment devotion and respect, a supporting factor of clear strategy, which is one of the key concepts of a good leader? Concepts of motivating, communicating, inspiring come from having a vision, not a strategy, so if strategy is to be effective, is it the personal traits of a go od leader and either having them or not having them that is the challenge faced. Effective vision has to be translated into a mission and purpose. It is then the conversion of vision into strategy where the real challenges of leadership (Gill 2010). 19. Conclusion Vision must be shared and not a collection of individual views trying to fit tog ether as a whole, whilst being adaptable and flexible. Strategy implements the vision, but it is the leader that is the facilitator of strategy, empowering, mo tivating and engaging followers by adapting styles and theories, whether by trai ts or behaviour, and in the placation of these theories, challenges are overcome and strategy is implemented.

Bibliography Bass, B & Riggio R. Transformational leadership, 2cnd edition. Lawrence Erlbau m Assoc, New Jersey, 2006. Bass, B & Bass R. The Bass handbook of leadership: theory, research, and manage rial applications, 4th edition. The Free Press New York, 2008. Buchanan d and Huczynski A Organisational behaviour 7th Edition , Pearson educat ion, Harlow Essex, 2010 Cowley, M & Domb E. Beyond strategic vision: effective corporate action with Ho shin planning. Elsevier USA, 1997. Crosby, B et al. Leadership for the common good: tackling public problems in a shared-power world, 2cnd Edition. John Wiley and sons San Francisco, 2005. Curtis, K & Manning G. The Art of Leadership. McGraw Hill USA, 2003. Daft, R & Lane P. The Leadership Experience, 4th edition Thomas South Western Publishers, USA, 2008. Duke Corporate Education. Translating strategy into action. Dearborn Trade Pu blishing, USA, 2005. Favt, R & Marcic, D. Understanding Management, 6th edition. South western Cenga ge Learning Mason USA, 2009. Freedman, M & Benjamin, B. The Art and Discipline of Strategic Leadership. Tre goe McGraw Hill, New York USA, 2003. Gitlow, Abraham L. Being the Boss: The Importance of Leadership and Power. Bear d Books Washington DC USA, 2010 Gold J et al. Handbook of leadership and management development 5th edition. Go wer Publishing London, 2010. Grint, K. Leadership: Classical, Contemporary, and Critical Approaches. Oxford University press, 2001. Griffin, R, W. Management, 9th edition. Houghton Mifflin Company Boston USA, 20 08.

Hill, R. Management development: perspectives from research and development. Routledge, Oxon UK, 2007. Johnson, C. Meeting the Ethical Challenges of Leadership: Casting Light Or Shad ow, 2cnd Edition Sage Publications California USA, 2005. Lebow, R & Simon W. Lasting change: the shared values process that makes compan ies great. John Wiley and Sons Canada, 1997. Lussier,R & Christopher F. Achua Leadership: Theory, Application, & Skill Deve lopment 4th edition. South Western Cenegage Learning Mason USA, 2010 Marlier, D & Parker, C. Engaging Leadership: Three Agendas for Sustaining Achie vement Mobilizing Teams International. Palgrave Macmillan UK, 2009.

Meindl, R & Shamir B. Follower-Centered perspectives on leadership: a tribute t o the memory of James R. Meindl. Information Age Publishing Inc, 2007. Michell, N. How to Hit the Ground Running: A Quick-Start Guide for Congregation s. Church publishing New York, 2005. Milner, E & Joyce P. Lessons in leadership: meeting the challenges of public se rvices management. Routledge Oxon, 2005. Morril, R, L. Strategic leadership: integrating strategy and leadership in coll eges. Praeger Publishers USA, 2007. Neuschel, R. The servant leader: unleashing the power of your people. Kellogg School of Management - Northwestern university press, Evanston Illinois, 2005. Northouse, P. Leadership: Theory and Practice, 5th Edition, Sage Publications, USA, 2009. Obolensky, N. Complex Adaptive Leadership: Embracing Paradox and Uncertainty. Gower Publishing, Surrey England, 2010. Riggio, R et al. The art of followership: how great followers create great lead ers. Jossey Bass San Francisco USA, 2008. Seteroff, S. Beyond Leadership to Followership. Trafford Publishing, Canada, 2 003. Shackelton, V. Business Leadership. Thompson Publishing, USA, 2003. Shriberg, D. Practicing Leadership Principles and Applications, 4th Edition, Jo hn Wiley and Sons USE 4th, 2011 Tosi, L et al. Managing organizational Behaviour 4th Edition. Blackwell Publish ers Cambridge Massachusetts USA, 2000. Wester, S. Leadership: A Critical Text. Sage Publications, London, 2008. Article - What Leaders Read 1 Leadership in Organizations Gary Yukl 2001, Pre ntice Hall Gary Yukl - National College for School Leadership 2003 Gorham, R. (2011). Leadership Quotes. Available: http://www.leadership-tools.com /leadership-quotes.html. Last accessed 18.03.2011.

Without strategy, vision is a dream. What are the leadership challenges and acti vities in creating intelligent and rational strategies and implementing them eff ectively.

ABSTRACT The following paper attempts to define the parallels between strategy and leader ship and its ability to impact vision and mission, showing strategy as a formula tion of directional and engagement. It then seeks to highlight the plausibility that strategy is a concept of both management and leadership. Through manageme nt it will be formulated and through leadership it will be implemented and engag ed in. Leadership styles and theories will be discussed as to their impact on successfu l leaders and models will be examined to determine the leadership challenges and activities that are faced when creating intelligent and rationale strategies an d implementing them effectively. Throughout it will seek to critique the theory by re visiting popular frameworks, highlighting strengths and weaknesses and add ress evidence of claims in empirical research.

Contents Page Introduction Page 4 1. The Background of Leadership Page 4

2. The Importance of leadership Page 4 3. Leadership Versus Management Page 5 4. Leadership & Followship Page 5 Leadership Theory, its Development & Critical Review Page 5 5. Trait & Behaviour Page 5 6. Group Dynamic, Theory & Critique Page 6 7. Leadership Style and Critique Page 6 8. Situational & Contingency Thoeries Page 6 9. Relationship and Task Beahviour Page 7 10. Critque of Situational & Contingency Theories Page 7 11. Leadership Misunderstood Page 8 12. Developments of Leasdership Theory Page 8 12.1 Transformational Leadership Page 8 12.2 Engaging Leadership Page 8 12.3 The Engaging & Transformational Leadership Model Page 8 12.4 Laissez Faire Leadership Page 9 12.5 Transactional Leadership Page 9 12.6 Management by Exception Page 9 12.7 Contingent Reward Page 9 12.8 Critique of Transactional Ledaership Page 9 13. Analysis of Ledaership in the Context of Vison/Mission & Stratgey Page 9 14. Shared Values Page 10 15. The Ethical Challenges of Leadership & Glpobalisation Page 10 16. Strategy/Leadership/Vision Page 11 17. Conclusion Page 11 Bibliography Page 12 Without strategy, vision is a dream. What are the leadership challenges and activ ities in creating intelligent and rational strategies and implementing them effe ctively. Leadership is the activity of influencing people to cooperate toward some goal wh

ich they come to find desirable. - Ordway Tead (Gorham, R. (2011). Leadership Quotes. Available: http://www.leadership-tools.co m/leadership-quotes.html. Last accessed 18.03.2011) Introduction The following paper considers that vision alone is not enough and without strate gy the dream will never materialise. Strategy itself must then be intelligent a nd rational but certain challenges are recognised to implement this effectively. To analyse the challenges and activities that a leader will face, the backgrou nd of leadership, traits and qualities, systemic or acquired and the styles appl icable, will be considered. Theories will be critiqued and the role of a leader in creating strategy and vision will be concluded upon. 1. The Background of Leadership According to Gitlow (2010), Leadership is the ability to harness and engage the sentiments and feelings of others to allow the influence of their behaviour. We stern sees it more as the poetic beauty and the golden chalice, the sacred prize found by the chosen few found on the path that leads them to the Holy Grail (We stern, 2010). Leadership like beauty is in the eye of the beholder, which perpe tuates why the study of leadership is as ambiguous as subjective in nature (West ern (2010(Barnard1938, 1991:81). Yet, as there are common traits that can make a leader, surely there are also common traits of the follower, allowing leaders t o lead the likeminded. 2. The importance of Leadership Nussier and Aucher (2010) concede that leadership is crucial for success and critical in its role of success or failure for the organisation. Buchanan a nd Huczynski (2010) believe that whether public or private sector, organisation al effectiveness is critically underpinned by it. It could be argued that leade rship is inherent and obtained by systemic traits, manifested in culture not onl y organisational, or, that it is granted by organisational structure, ordaining leadership status on the promotion of incompetence (Gitlow 1992).

3. Leadership versus Management Where it is that success lies? Can organisational strategy be intelligent and r ationale and implemented effectively by management or is it a double concept tha t requires management to formulate intelligent and rationale strategies. The st ructured approach of management is only guided through the chaos of the organisa tion by effective leadership, which is why organisations who input more of their resources into developing leaders than managers, and the key factor for their s uccess; General Electric, Procter & Gable & Nokia: Fortune Magazine 2007 (Gold e t al 2010). Obelensky (2010) argues that before preferring on as to the other, they must be questioned as to their sustainability. The duties for manager and l eader can be defined into a list of separate tasks, but Oblensky believes that l eadership will have the ability to perform both, whilst management their defined tasks. Juxtaposing the roles this way assigns the list of a, leader with tasks that require vision and charisma with the ability to empower and the manger dut ies that require short term control. In looking at these needs, leadership addr ess not only the goals that need to be achieved but the needs of the people that are involved (Oblensky 2010). 4. Leadership and Followship Without followers, great leaders will have no one to lead, therefore are followe rs the sustainability of leaders and facilitator of them, as strategy the facili tator of vision and leadership the facilitator of strategy (Riggio et al 2008). Seteroff (2003) suggests that the word follower has negative connotations, unju stly so, only understood by the true follower. Followership should be the organ isational goal beyond leadership to be aspired too, for true leaders subordinate themselves to their followers, followership being borne out of the capacity to

be a true leader (Seteroff 2003). According to Nueschel (2005), the leaders style of followership will be mirrored by the followers, seeking to imply that a continuum exists, with followership se tting the pattern for leadership. Leadership Theory / Its Development & Critical Review. 5. Trait & Behaviour Leadership traits and theories have been developed to answer the constant questi oning of the making of a successful leader and the most effective leadership sty le to develop and implement strategy from vision (Manning & Curtis 2003). The t wo earliest studies of leadership were trait theory and behaviour theory. One of the earliest leadership theorists, Sir Francis Gallon, believed that leadersh ip traits were systemic and passed on as family characteristics (Manning & Curti s 2003). The trait theory assumes that traits both physical and psychological a re the underpinning for the level of effectiveness, this seen embodied by the US Marines and US Army on their belief of what makes a leader. This was further e videnced by a study carried out by Edwin Gheselli, who by studying 300 managers from 90 different businesses was able to define the six most important traits fo r effective leadership. This was theory was to be challenged in the 1930s by the study of leadership behaviour and the classic study by Karl Lewin and associate s in 1939, believing that leaders could also be trained in the behaviour indicat or of leadership styles (Manning & Curtis 2003). World War 2 proved a catalyst for studying management as a practise separate to leadership, to define what the qualities of leadership to create strategy, shoul d be from the military and political perspective, assuming that the greatest lea ders of a time would be a pivotal point in attaining the best attributes, agains t which a standard could be ratified, identifying similar traits. Stodghil in 19 48 later challenged this theory to be flawed as it implied that only certain tra it beholders would make leaders and instead the effectiveness and eligibility of a leader should be determined on the based only on innate traits and situationa l (Schreiber et al 2011). 6. Group Dynamic Theory and Critique According to Fielder the interaction between leader and organisation and the pot ential impacts they have on engaging vision are subject to both the personality and behaviour traits of the leader and open key concepts of contagion and conver gence to be considered as the dynamic theory of leadership (Fielder pg 126 2001) . Tuner and Killan (1957 citing Meindel et al) offers a further view of emergent norms, the origins from which all collective behaviours arise. Mededeff (2007) et al believe that as emergent leaders emerge by situation matching their dynam ics and approved by followers, they retain leadership after the required situati on has finished, even though other group members may exhibit behavioural traits more befitting to a leader (Medeff & Lord article quoted in pg 36: Miendl et al 2007). A different approach of leadership in group dynamics is servant leadersh ip, a style embraced by Strabuck and South West Airlines, which also evidence a better than financial results believed to be because of this (Sipe & Frick). In adopting a leadership style of servant leader, Sipe & Frick believe that the ser ving of the needs of stakeholders is the objective of the leader in leading. 7. Leadership Style and Critique Leadership style theories focus on what leaders do in the context of people focu sed and task focused, with the emergence of Action centred leadership being the e focus of task, team and individual (Hill 2007).Henry Fords factories provided the best example of task focused leadership style theories to attain organisational goals through efficient methods whilst Hawthorne Works of Western Electric achi eved organisational goals through leadership that was people focused (Hill 2007) . 8. Situational & Contingency Theories Contingency theories address the inconsistencies that lie in leadership theories i.e. structure related or not related to performance and satisfaction (Tosi et

al 2000). This approach concludes that effective leaders will adapt whichever style is needed according to situation and circumstances, founded by the three most prominent contingency theories:

1. Feidlers contingency theory of leadership group setting and task performance affecting group performance (Tosi et al 2000) 2. The path goal theory applying the theory of motivation of task achieving org anisational goals (Tosi et al 2000 & Nelson Appliances Plant) 3. The Vroom Yettom model situational characteristics (Tosi et al 2000). Situational theory as developed by Hersey and Blanchard focuses on the behaviour of the followers as the causality that determines the effective leader behaviou r style made more subjective by the fact that followers will have differing leve ls of task readiness (Draft & Lane 2008). Draft & Lane 2008, suggest that situa tional theory presents 4 leadership styles based on the interaction between peop le and task focus and the levels of each one; directive style, selling style, pa rticipative style and delegative style, but the owness on the leader being able to diagnose the followers readiness. Its advantage is its fluidness in nature is its flexibility in adapting to the stresses of followers as their commitment an d capabilities change over the course of time (Northouse 2010). 9. Relationship & Task behaviour Task relationship will also be dependent on the maturity of the followers and of the leader to chose the appropriate style (Shacleton 2005) Low levels of matu rity in followers will be structured by high task and low relationship until the gradually maturity grows and the relationship becomes low in task and high in r elationship (Shackleton 2005) 10. Critique of situational and contingency theories definition and quote/exampl e 64 Blanchard et al 1993 (Sahckleton 2003) argue that commitment in followers varies and from high when a new task is started, decreasing as the task is learned and there is not enough research to conclude on the differing levels of commitment in followers, leaving this area of situational leadership unclear (Shackleton 2 003). Situational theory also assumes that leadership style should be adopted a s to subordinates development level (Northouse 2010). Contingency theory lacks research to substantiate all of its claims. Fielders 19 93 (Northouse 2010) theory of the little black box questions the answers as to wh y task motivated leaders are successful in extreme situation whilst moderate sit uations propel the success of relationship focused leader (Northouse 2010). Se condly, when there is a mismatch between leader and situation, contingency as a personality theory lacks the direction of advocating leaders to change styles at to the situation to improve leadership (Northouse 2010).

11. Leadership Misunderstood Competency, skills, traits and relationship have all been used to define the sub ject of leadership and its many different contexts (Gill 2010). The 1500 defini tions complied by Bass (1990a; Gill 2010) show how subjective and ambiguous the subject can be. Leadership does imply that a common vision and purpose should e xist and a clear strategy for pursing it (Gill 2010). 12. Developments of Leadership Theory 12.1 Transformational leadership Bass 7 Riggio (2006), believe that transformational leadership is the most optim al level of leadership to engage followers in strategy. Associated with the bro ader characteristic of charismatic leadership its criticisms lie in the charisma

of leaders to inspire followers to destructive ends (Bass & Riggio 2006). Tran sformational leadership can have components; individualized consideration, intel lectual stimulation, inspirational motivation, idealized influence, that lie in both authentic and inauthentic leaders but can be can be scrutinized as to thei r effect to inspire of manipulate (Bass & Riggio 2006). 12.2 Engaging leadership definition and quote 6 Marlier et al (2009), describe engaging leadership as energy focused on content as much as context, fulfilling followers expectations, reason for change and disp lay behaviour in line with strategy intent (Marlier et al 2009:8) 12.3 The Engaging and Transformational Leadership Model 70 These theories are further substantiated by models such as the the engaging and transformational leadership model, substantiating that creating and implementin g strategy in leadership can be critical to its success (Hill :Alimo Metcalf an d Alban Metcalf cited in Gill DBS 2010). Milner & Joyce suggest that studies u sing this model of visionary leadership are only applicable to some leaders and focus on the most important concept of a leader being that a shared strategic vi sion is key. Basss full range model further distinguishes between laissez-faire , transactional and transformational leadership; Sadler 1997:45 (Gill 2010) su ggest that full range model is limited in it two fold approach, with the transac tional focus on management and transformation over emphasising on leadership, w hilst Den Hartog et al., 1997; Hinkin & Tracey, 1999)believes there are issues c oncerning the structure of the e model and the six factor structure should be u sed in application (Gill 2010).

12.4 Lassiez faire leadership Bass et al (2008) suggest that leaders defined by laissez faire and inactive and take little or no responsibility when leading. Correlating only positively wit h the dismal of employees , it is likened to democratic and autocratic leadershi p which leads to disorganisation, ineffectiveness and dissatisfaction of followe rs (Bass 2008). 12.5 Transactional leadership James McGregor Burns (Michell 2005:24) defined transactional leadership as task orientated with followers following as to the prize that is in it for them, b ased on mutual reward with no real morale dimension (Michell 2005). 12.6 Management by exception Management by exception is both active and passive, involving corrective critici sm, negative feedback and negative reinforcement as opposed to the positive appr oach of contingent reward (Northouse 2010). 12.7 Contingent reward Contingent reward finds it origins in transactional leadership, using negotiati on and payoffs to engage followership at the exclusion of emotional attachment(N orthouse 2010 12.8 Critique of transactional leadership The needs of followers are not individualised and exchanges take place when the best interests of the subordinates will further the leaders own interests in the pursuance of strategies (Northouse 2010). 13. The Analysis of Leadership in the Context of Vision/Dream/Strategy Cowely & Domb (1997), see vision as a shared expression by followers in a step t o create unity of purpose by which strategic intent will be realised. They also believe that vision unite the organisation in its purpose and also its members in work to realise organisational objectives (Cowley & Domb 1997). In order f or vision in the present tense to capture the strategy of the organisation in th e future tense, good vision must have certain characteristics: Grounded in the present, recognising challenges now in achieve the future

 Highlight problems Capture stakeholder engagement Shared integrated rather than a collection of individualists Inspire, motivate and challenge (Cowley & Domb 1997). An effective leader faces a challenge in that they must take vision and create s hared vision of best fit (Duke Corporation Education 2005). Clarity must be abl e to fill gaps in followers understanding and recognising key capabilities to ex ecute strategy is key (Duke Corporation Education 2005). 14. SHARED VALUES Shared values create lasting and effective change (Lebow & Simon 1997). A leade r must ensure shared values must not become abstract goals, but made into everyd ay values that are lived by the followers (Lebow & Simon 1997). Pepsi Cola was able to avoid bankruptcy by adapting shared values which enable leaders to face the challenges ahead, capturing and engaging the members of the organisation (L ebow & Simon 1997). It is also in shared value that leaders can confirm the cha llenge of multiculturalism, which has a danger of the vision being a sum of part s, rather than one whole. An effective leader must show understanding, empathy and tolerance, with a willingness to communicate, managing multiculturalism to a competitive advantage (Griffin 2008). 15. THE ETHICAL CHALLENGES OF LEADERSHIP & Globalisation Johnson (2005) believes that ethical challenges are inherent of the leader role, but personal values will dictate whether power in the role will cause light or cast a shadow. Followers should not be held to ethical standard that are higher than those that leader is will to live by (Johnson 2005). Leading globalisatio n will require the leader to acknowledge any ethnocentrism and overcome this, ta king into account cultural values and with ethical leadership unite followers on common ground (Johnson 2005). Leaders must also be able to implement strategy not just conjure it in turbulent times as well as good, with a global mindset, n ew technologies and corporate culture ( Daft & Marcic 2009). According to Morri ll (2007) strategic leadership is made up of the following elements and assumpti ons; Human agency and values Organisational culture and paradigms Narrative and vision Data and information Responsiveness and responsibility Conceptual thinking Integrative thinking (Morrill 2007). Vision on its own, is it enough, is it sustainable? Is strategy the facilitator of vision and if so what is needed to formulate strategy that is intelligent an d rationale and the implement them in a way that is effective for the vision to come to fruition. Is leadership then the facilitator of strategy or the facilit ator of change and is strategy created and formulated to implement change? 16. Strategy Leadership Vision Creating intelligent and rational strategies will have several connotations, fo rmats and criteria in order to achieve the standard of intelligent rationale and will draw on several different skills of the strategist. Will the strategist a lways be the leader will the leader be the strategist. Does a leader only need the skills to implement the strategy or will strategy be ineffective if the lead er only facilitates the strategy and is not the strategist. Could we then pose that these are the leadership challenges and activities in creating intelligent and rational strategies? Vision only as a dream if vision will not be realised without strategy, has this been realised? If leadership is seen as a facilitator of strategy to achieve vi sion, how much importance is given to strategy in achieving the vision. If stra

tegy as the facilitator of vision is not believed, then this indeed will pose a challenge to implementation. Is strategy a pre requisite of vision or can visio n be achieved without this . 18. Intelligent Leadership & Strategy What is the connection between intelligent strategy and leadership? Are issues created when confusing management with leadership in trying to implement effecti ve strategy? Is strategy led or managed. Are all the elements that make up a good leader, asp irations, beliefs, empowerment devotion and respect, a supporting factor of clear strategy, which is one of the key concepts of a good leader? Concepts of motivating, communicating, inspiring come from having a vision, not a strategy, so if strategy is to be effective, is it the personal traits of a go od leader and either having them or not having them that is the challenge faced. Effective vision has to be translated into a mission and purpose. It is then the conversion of vision into strategy where the real challenges of leadership (Gill 2010). 19. Conclusion Vision must be shared and not a collection of individual views trying to fit tog ether as a whole, whilst being adaptable and flexible. Strategy implements the vision, but it is the leader that is the facilitator of strategy, empowering, mo tivating and engaging followers by adapting styles and theories, whether by trai ts or behaviour, and in the placation of these theories, challenges are overcome and strategy is implemented.

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