According to RasGas magazine (2010) research identifies five key practices of effective leadership, whether to be to implement effective change

or address stakeholder expectations. According to this site, effective leaders model desired behavior; they live their organization's values and exemplify the practices they expect from their colleagues; by doing as they want others to do, leaders make clear what they value-demonstrating to colleagues which course to pursue when making choices; in addition, effective leaders unite colleagues through a common vision; they ensure that stakeholders understand the organization's goals, mission, vision and priorities-and each individual's value in making these a reality; effective leaders inspire commitment. According to RasGas magazine (2010) effective leaders challenge existing processes; they are not complacent. According to this site, they envisage the future and work with colleagues to make this a reality; they find creative ways to use and acquire resources-particularly human resources - to bring about innovation; effective leaders empower employees; they create a climate of trust and safety so that stakeholders feel secure to take risks; they facilitate collaboration, helping employees to feel ownership, pride and accountability for processes and outcomes. According to this author, effective leaders are open and genuine; they practice inclusion and aim to build productive relationships; effective leaders acknowledge they are not the sole authority-they recognize others' expertise and experience; they publicly recognize and celebrate others' contributions and successes, knowing that individual successes add up to organization's success. According to RasGas magazine (2010) effective leaders are able to implement these behaviors because they possess communicative competence-in particular they are skilled listeners; effective leaders unfailingly take into consideration the unique social, cultural and chronological contexts of problems and the people who must deal with them; they know that only by listening can they gain a thorough understanding of each fact of a situaiton, helping them to make the right decisions; effective leaders also understand that people prefer to do business based on respectful relationships and in turn, effective communication establishes and cements rapport-which allows the collaboration and compromise needed for innovation, problem-solving and productivity. In terms of analyzing how organizations need to improve with respect to employee and customer responsiveness, according to CEO (2010) organizational effectiveness involves delighting customers; advancing your mission and vision; fulfilling your aspirations (short and long-term goals); making money for your and your investors; developing your employees and their aspirations, and making a positive impact on your community. According to

Herman & Renz (1998) they point out (whether for nonprofit or forprofit organizations) that if a company is less effective from the viewpoint of its stakeholders, then investing in adopting or improving management practices may be a good idea; if stakeholders judgements remain the same after instituting new management practices, then pursuing strategies of seeking new revenues, enhanced legitimation and retrenchment may also be necessary. In addition, according to Herman & Renz (1998) in some communities, attention is now focused on developing formal measurement, evaluation, and reporting systems to access the mission and/or vision accomplishment and community or client outcomes; it is in the interest of organizations and their leadership to facilitate a dialogue with key stakeholders to surface and overtly identify the various performance criteria, outcome measures, and other constructions of effectiveness that sooner or later will become the basis for stakeholder judgments of the organization's overall effectiveness.