Made in Canada Leadership E-Book

Amal Henein

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 555

Veröffentlichungsjahr: 2015

Beschreibung

Praise for Made in Canada Leadership "As an energy delivery company that takes great pride in ourcommitment to sustainable development, Enbridge recognizes that theleading, sustainable corporations of tomorrow must create aninternal culture where leadership is fostered and nurtured at alllevels. Made in Canada Leadership provides the roadmap forcorporations seeking to secure their long-term future as industryleaders through the development and empowerment of any greatcompany's strength--its people." --Patrick D. Daniel, President & CEO,Enbridge Inc. "Made in Canada Leadership makes a compellingcase for a strategic and concerted approach to individual andcollective leadership development to build our country'sleadership. If we want the right supply of leaders, we need todevelop leadership in all sectors and at all levels. It is along-term commitment and a collaborative endeavour. I am personallycommitted to rise to the challenge and engage in the leadershipdevelopment movement and I hope others will join us in this questfor leadership." --Denise Amyot, Vice-President, LeadershipNetwork, Public Service Human Resources Management Agency ofCanada "Developing elite athletes who can win at the internationallevel demands more than time, effort, resources, money and rawtalent. It requires support systems that are effective andstrategic and the mentoring of coaches who understand how tomaximize not only the athletes' physical potential but alsotheir mental preparation. A similar case can be made for leaderdevelopment. Made in Canada Leadership looks at what isneeded to transform our leadership development efforts from amateurto major league. A must read!" --Chris Rudge, CEO and Secretary General,Canadian Olympic Committee "In our global world, human assets increasingly constitutethe competitive advantage; and to succeed, qualityleadership is required. However, leadership development is nota casual undertaking, but a long term investment and a sharedresponsibility. Nurturing future leaders offers significantROI for all concerned: high returns for the organizationand fulfilled leaders. Made in Canada Leadershipprovides an essential guide to the secrets of growingleaders from a strategic and Canadian perspective." --Paul Juniper, Director, Industrial RelationsCentre, Queen's University

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Praise

Foreword

Acknowledgements

Introduction

THE CASE OF THE MISSING LEADERS

A NEW PARADIGM IS REQUIRED

DEVELOPING COMPETENT LEADERS

ENSURING A RELIABLE LEADERSHIP SUPPLY

STRENGTHENING CANADIAN LEADERSHIP

CONCLUSION

PART I - DEVELOPING COMPETENT LEADERS

CHAPTER 1 - LEADERSHIP ESSENTIALS

THE VALUE OF LEADERSHIP

THE NATURE OF LEADERSHIP

CONCLUSION

CHAPTER 2 - THE LEADERSHIP RIDE

VIEWS FROM WITHIN

IS THE RIDE WORTH IT?

EXPLORING DYNAMICS

CONCLUSION

CHAPTER 3 - THE LEADERSHIP GARDEN

THE PATH TO MATURITY

THE MAKING OF A LEADER

THE LEADERSHIP GARDEN

CONCLUSION

CHAPTER 4 - THE ‘FORCE’ AND THE ‘BLUEPRINT’

THE CALL TO LEADERSHIP

ACCIDENTAL AND INNATE

INTERNAL WIRING

THE ‘FORCE’ AND THE ‘BLUEPRINT’

THE PATH TO MATURITY

CONCLUSION

CHAPTER 5 - INDIVIDUAL LEADERSHIP STRATEGY

YOU ARE IN CHARGE

MAXIMIZING YOUR DEVELOPMENT

CONCLUSION

CHAPTER 6 - THE MASTER AND THE APPRENTICE

CAN LEADERSHIP BE TAUGHT?

THE LEADERSHIP ROLE

THE APPRENTICESHIP MODEL

THE ROAD TO MASTERY

STRUCTURED LEARNING EXPERIENCES

CONCLUSION

CHAPTER 7 - PROGRAM ARCHITECTURE

PROGRAM ESSENTIALS

HOW DO PROGRAMS GET STARTED?

AUDIENCES

PROGRAM ARCHITECTURE

CONCLUSION

CHAPTER 8 - PROGRAM ENHANCEMENT

THE MAKING OF A PROGRAM

PARTICIPANT SELECTION

IMPACT

CONCLUSION

PART II - ENSURING A RELIABLE LEADERSHIP SUPPLY

CHAPTER 9 - ORGANIZATIONAL LEADERSHIP STRATEGIES

ENVIRONMENT FOR SUCCESS

THE FOUR PILLARS

CONCLUSION

CHAPTER 10 - CO-OP FUNDAMENTALS

AN INTERESTING ALTERNATIVE

LEADERSHIP STYLE

CONCLUSION

CHAPTER 11 - BEST PRACTICES FROM THE CO-OP SECTOR

LEADERSHIP PRACTICE

LEADERSHIP DEVELOPMENT

RECOMMENDATIONS

CONCLUSION

CHAPTER 12 - NATIONAL LEADERSHIP STRATEGY

THE CALL TO ACTION

WIDESPREAD LEADERSHIP EDUCATION

MENTORING OUTREACH

NATIONAL LEADERSHIP INSTITUTE

CONCLUSION

PART III - STRENGTHENING CANADIAN LEADERSHIP

CHAPTER 13 - OUR NATIONAL LEADERSHIP BRAND

OUR OWN WAY

TRADEMARKS

INFLUENCES

NATIONAL LEADERSHIP BRAND

CONCLUSION

CHAPTER 14 - THE SCHOLAR AND THE WARRIOR

OUR LEADERSHIP VOICE

EXPRESSING OUR LEADERSHIP VOICE

STRENGHTENING OUR LEADERSHIP BRAND

LEVERAGING THE BRAND

CONCLUSION

CHAPTER 15 - PUBLIC LEADERSHIP ISSUES

THE STAKEHOLDERS’ DANCE

ELECTED OFFICIALS

CITIZENS

PUBLIC SERVANTS

MEDIA

CONCLUSION

CHAPTER 16 - CONCLUSION

THE HERO AND THE GEESE

DEVELOPING COMPETENT LEADERS

ENSURING A RELIABLE LEADERSHIP SUPPLY FOR CANADA

STRENGHTENING CANADIAN LEADERSHIP

FINAL WORDS

PART IV - RESEARCH AND INTERVIEWEE INFORMATION

APPENDIX I - RESEARCH PROCESS AND STATISTICAL INFORMATION

IN THE BEGINNING...

RESEARCH GROUPS

REPRESENTATIVE SAMPLE

DATA COLLECTION

STATISTICAL OVERVIEW

STATISTICAL PROFILE

OTHER SOURCES

CONCLUSION

APPENDIX II - LEADERS INTERVIEWED

A

B

C

D

E

F

G

H

I

J

K

L

M

N

O

P

R

S

T

V

W

Y

Z

APPENDIX III - LEADERSHIP PROGRAMS

COMMUNITY

CONSULTING FIRMS

CO-OPERATIVES

INSTITUTES

PRIVATE SECTOR

PUBLIC SECTOR

SPORTS

UNIVERSITIES

YOUTH PROGRAMS

BIBLIOGRAPHY

INDEX

Copyright © 2007 by Amal Henein and Françoise Morissette

All rights reserved. No part of this work covered by the copyright herein may be reproduced or used in any form or by any means—graphic, electronic or mechanical without the prior written permission of the publisher. Any request for photocopying, recording, taping or information storage and retrieval systems of any part of this book shall be directed in writing to The Canadian Copyright Licensing Agency (Access Copyright). For an Access Copyright license, visit www.accesscopyright.ca or call toll free 1-800-893-5777.

Care has been taken to trace ownership of copyright material contained in this book. The publisher will gladly receive any information that will enable them to rectify any reference or credit line in subsequent editions.

National Library of Canada Cataloguing in Publication Data

Henein, Amal, 1951-

Made in Canada leadership : wisdom from the nation’s best and brightest on leadership practice and development / Amal Henein, Françoise Morissette.

Includes bibliographical references and index.

eISBN : 978-0-470-73954-9

1. Leadership—Canada. I. Morissette, Françoise, 1949- II. Title.

HD57.7.H.4’0920971 C2007-901603-0

Production CreditsCover design: Jason Vandenberg Interior Text Design: Natalia Burobina Wiley Bicentennial Logo: Richard J. Pacifico Printer: Friesens

John Wiley & Sons Canada, Ltd. 6045 Freemont Blvd. Mississauga, Ontario L5R 4J3

FP

This book is dedicated to all the leaders who madea difference in Canada’s history,particularly these heroes of the war of 1812:General Isaac Brock, Tecumseh,Charles-Michel d’Irumberry de Salaberry and Laura Secord.May their leadership and courage never be forgotten.

Leadership allowed me to make a difference. If a thousand individuals each make a small difference, together, we make a huge difference. In the past, people fought for the advantages we enjoy today. We also have to do our part.

Johanna Maria Bates-Van der Zeijst President, Johanna M. Bates Literary Consultants Inc.

FOREWORD

Since time immemorial, the success of any collective endeavour has depended largely on the strength and calibre of leaders. Driven by a vision and compelled to share it, leaders enable groups and individuals to surpass the limits of their current reality.

Today, we need a critical mass of leaders to overcome the challenges we face and to fulfill our collective ambitions. This book will stimulate our thought process by examining this important issue.

In order to benefit from the experience of established leaders, the authors interviewed remarkable individuals across Canada in a variety of sectors. They also consulted leadership development professionals in order to identify the best practices, that is, what is new, innovative, effective and inspiring in the field of leadership development across the country.

Moreover, they researched leadership practice and development in co-operatives, whose framework and operational model offer an original approach to community involvement and ownership. In Canada, this sector is flourishing, with four of every ten Canadians belonging to a co-operative. In Québec, due to the deep roots planted by Desjardins, the proportion is higher: seven out of ten people belong to a Desjardins financial services co-operative.

The authors were also interested in finding out more about the Canadian brand of leadership in order to leverage its distinctive attributes on the international scene and generally strengthen Canadian leadership.

THE MANY FACES OF LEADERSHIP

Integrating these various perspectives, this book takes into account all aspects of leadership development, in which individuals, organizations and societies all have a role to play, as they share a collective responsibility.

The book considers the means to awaken leadership potential and nurture the development of the competencies required for leadership. It also examines the ways people can contribute to the success of valued projects and the organizations that strive to implement them.

Moreover, it shows how organizations can create an environment that values leadership and is conducive to its emergence. Does this mean creating a supportive culture that allows experimentation and accepts the inevitable ensuing mistakes? Does it also mean implementing programs and infrastructures, thereby fostering leadership practice and development?

For example, our organization’s founder, Alphonse Desjardins, exhibited a determined and inclusive leadership style when he implemented the caisse populaire model and enlisted associates. For all of us at Desjardins, he continues to be a great source of inspiration. Moreover, his leadership qualities enabled him to contribute to the creation of the first credit unions in other parts of Canada and the United States, where he is widely acknowledged as a pioneer of co-operative development. At Desjardins, we continue our founder’s tradition by paying particular attention to the conditions required for leadership success, as we know that the growth and sustainability of our organization rely, for the most part, on our employees and leaders.

At the social level, the book examines how to broaden our collective awareness of the importance of leadership and how to foster its development. How can we raise the population’s interest in this topic? What processes and systems can be put in place to identify potential leaders and support them adequately, thereby increasing our development prospects?

By encapsulating the experience and expertise of exceptional leaders and professional experts, this book presents a unique opportunity to explore leadership issues, identify leadership potential and enhance the growth of vibrant leadership in our organizations and communities.

Desjardins is proud to be associated with this stimulating initiative.

Happy reading,

Alban D’Amours

President and CEO

Desjardins Group

ACKNOWLEDGEMENTS

First, we want to thank all the leaders interviewed for generously sharing their time and wisdom. Many also opened doors to other respected leaders. Several cheered us on the sidelines and made useful suggestions to improve the project. Without you all, this book could not have become a reality. A list of interviewees is included in Appendix II.

Second, we want to thank the leadership development professionals who shared their experience and expertise. Your input shaped our thinking and opened our minds. Your passion for leadership development was nothing short of electrifying. A list of participating organizations is included in Appendix III.

Third, we want to thank the supporters who believed in the project from the start and never tired of lending a sympathetic ear or a helping hand, of providing a word of encouragement, and of recommending other leaders. Throughout, people found innovative ways to help, including: the neighbour who mowed the lawn to allow more writing time, the chiropractor who straightened the back strained by too many hours at the computer, the accountant who provided expert guidance, the ophthalmologist who healed the tired eyes, the massage therapist who released stiff muscles, the relatives who listened patiently to endless excited tales about our interviewees’ accomplishments, the friends who provided home-cooked meals, the clients who expressed interest, the colleagues who acted as sounding boards, etc. Without you, we couldn’t have made it.

Thank you, Michele Allan, Doug Alley, Sandra Arseneault, Catherine Bachand, Marie-Andrée Boivin, Pierre Boivin, Josée Bouchard, Marie-Joelle Brassard, Joanne Brown, Wendy Burton, John Christensen, Ian Cooper, Christiane Côté, Paul Dolby, Keith Doxsee, Jean Dubois, Marie-Josée Duquette, Reginald Ellis, Martine Flibotte, Quintin Fox, Robert Frosi, Peter Gammell, Fabienne Girard, Madeleine Guimond, Christine Greco, Bob Harris, Brian Henry, Chris Henry, Carol Hunter, Vincent Johnston, Mandy Joseph, Brad Kates, Barbara Katz, Norma Kennedy, Doug Kirby, Gilberte Landry-Boivin, Stewart Lee, Susan Letson, Lois Dyer Mann, Michelle Martel, Jude Martineau, Robin Metcalfe, Hélène Morissette, Tanya Mruck, Lynne Nusyna, Brent Pederson, Robert Potvin, John Rankin, Diane Scheidler, Shelley Stevenson, Dan Steward, Heather Stride, Chris Temovsky, Allyson Thompson, Jacques Viens, Charles Vincent, Richard Wilson and Paul Zmiyiwsky.

Of course, we want to thank our talented and dedicated research assistants from the bottom of our hearts: Michel Plante and Chris Hutcheson. Your contribution, positive attitude, insights and professionalism inspired and touched us, particularly during hard times.

We would also like to express our deep appreciation to the organizations and their representatives who acted on faith and committed to sponsoring the project. In particular, we want to recognize the Desjardins Group (Micheline Paradis, Louise-Marie Brousseau and Isabelle Adam) and Enbridge Inc. (Bonnie Dianne DuPont and Daniel O’Grady) A number of other contributors have also offered to support us moving forward and we are thankful for their generosity.

This book would not have become a reality without the assistance of our publisher, John Wiley & Sons Canada. We would like to thank Karen Milner, Executive Editor, Michelle Bullard, substantive and copy editor, Pam Vokey, and the marketing and sales team: Meghan Brousseau, Leah Campbell, Stacey Clark, Terry Palmer and Lucas Wilk.

Amal Henein would like to thank her husband, Nabil, and their son, Marc, for their constant support, encouragement and unconditional love. Françoise Morissette would like to thank her colleagues at the Industrial Relations Centre of Queen’s University for their assistance and support: Brenda Barker, Paul Juniper and Alan Morantz, as well as Bruno-Marie Béchard, Rector, Université de Sherbrooke, for his commitment and trust.

This book is based on aggregated data collected from interviewees, subsequently interpreted and modelled. We take full responsibility for any mistakes contained, and for any contentious conclusions.

A.H. & F.M.

INTRODUCTION

Leadership is like art: the artist sees beauty where another person only sees reality. Likewise, the leader sees energy. His job is to capture this energy and to use and channel it for the task at hand. It’s a transformational process, akin to alchemy.

Antoni Cimolino General Director, The Stratford Festival of Canada

THE CASE OF THE MISSING LEADERS

In recent years, much noise has been made in the media and elsewhere about a leadership ‘crisis.’ Apparently, a lack of leadership quality and quantity currently prevails: supply simply cannot meet present and future demand. A leadership deficit is indeed worrisome, because, more than any other factor, leadership affects the success or failure of an enterprise. Organizations and nations must have access to a steady pipeline of proficient leaders to achieve their goals and embrace the future with confidence.

Acknowledging there is a problem, however, is only the first step. We must move beyond denouncing and despairing, to finding solutions. This book is an attempt to propose viable alternatives for consideration.

Therefore, our research aimed to answer three fundamental questions:

• How can we develop competent leaders?

• How can we ensure Canada has a reliable supply of capable leaders?

• How can we strengthen Canadian leadership?

Research Overview

To explore these queries, we sought advice from the best and assembled a representative sample of 295 exceptional leaders from coast to coast in the following sectors: arts, business, community, co-operatives, public, and sports. These accomplished individuals shared what contributed to their own development, and made recommendations to expand national leadership capacity.

We believe that good leadership is required in all sectors, and that outstanding leaders can be found everywhere. Best practices exist in arts as well as in business, and considerable benefits can be derived from cross-sector pollination. Therefore, this book is intended for all leaders everywhere. Whether you are a corporation executive, a government official, a community activist, an athletic coach, a symphony conductor or a co-op officer, this book is for you. We hope it will facilitate a national dialogue between all parties interested in leadership excellence.

We also wanted the opinion of professionals and to this end, sought 66 experts involved with leadership development programs in community organizations, consulting firms, co-operatives, corporations, institutes, sport organizations, universities and youth programs. These specialists described best practices and provided insight on optimal program infrastructure. Through their observations, we examined the complexity and intricacies of leadership development and pieced together an appropriate blueprint. We trust that their knowledge and expertise will benefit all involved with leadership development in Canada.

Research began in the summer of 2004 and, from the start, proved a labour of love. From an aggregate perspective, approximately 84% of the leaders and organizations we approached agreed to participate. We were overwhelmed by the level of collaboration we received. In our minds, we visualized the project like a chain of people holding hands across a map of Canada.

Speaking to accomplished and passionate people from all over the country was a privilege and an inspiration. From the Atlantic to British Columbia, we encountered exceptional leaders and learned from every one of them. We are grateful to all for taking the time to share their wisdom with us. Of course, we could have interviewed different or additional people. However, we are confident that we assembled a representative sample of the Canadian landscape.

The book showcases models, practices and strategies based on the experience of exceptional leaders and organizations. The focus is on success stories and on what works, instead of failures and problems. Our goal is to inspire individuals and organizations to enhance leadership capacity and provide practical advice on how to do so.

We have used a number of quotes from interviewees to illustrate points, so you will hear the voices of many participants. You will find pearls of wisdom, profound sentiments and touching stories along the way. Our notes filled thousands of pages. We would have liked to quote more, but doing so would have resulted in at least four books. You will find on our website, www.leadership-canada.com, additional information. A list of leaders and programs is provided in Appendix II and III.

A NEW PARADIGM IS REQUIRED

Leadership is crucial to the success of any entity. A great leader can take an average group and bring it to excellence. A bad leader can ruin a great group. On a scale from 1 to 10, leadership is in the 8 to 10 range. Yet, we mostly leave leadership emergence and development to chance.

Decisive Success Factor

As Human Resources professionals, we have observed the powerful impact of leadership throughout our careers. When positive, people can soar to impossible heights; when negative, they plunge to unspeakable lows. Compare for instance, the impact of Churchill and Hitler during the Second World War. In our opinion, leadership is the single most important factor for the well-being and success of any organization. Like a rare gem, quality leadership is extremely precious.

When interviewees shared their admiration and appreciation for the significant leaders in their lives, we could feel the depth of their emotions over the phone lines. Talented Canadian performing artist Gregory Charles puts it well in his smash hit I Put My Trust In You: “I believe what you say is true, I have faith in what you do.” Trust is the channel through which leadership flows, the glue that bonds leader and follower, the foundation that enables the relationship to last. Because of the high level of trust required, the leadership relationship, much like love, makes us vulnerable and is imbued with profound meaning.

Critical Mass

In order to ensure an abundant supply of capable leaders in all sectors of the economy, Canada must generate a critical leadership mass. This represents a huge paradigm shift from the hero who appears during a crisis, saves the day and sails into the sunset. Knights in shining armour are simply too few and far between to meet society’s vast leadership needs. A more appropriate paradigm to today’s reality is the Canadian geese flying in a V formation: birds taking turns at leading.

DEVELOPING COMPETENT LEADERS

Leadership development is a major enterprise, not a casual undertaking. Sending someone on a two-day training program simply won’t do; time, caring and respect for the uniqueness of each individual are required.

The most appropriate model for leadership development is the apprenticeship system, because it combines theory, practice and coaching—blending art and science. Apprenticeship acknowledges that proficiency doesn’t happen overnight but evolves progressively. It also recognizes the importance of the master-apprentice relationship, providing extensive exposure to role-modelling and mentoring.

Consequently, the best program configuration follows the apprenticeship model: development occurs from the inside out to foster self-discovery; practice and education reinforce each other, and growth is sustained through support and communities of practice.

ENSURING A RELIABLE LEADERSHIP SUPPLY

As baby boomers retire en masse, a vacuum is created. Organizations and society in general are looking for established leaders and for effective ways to prepare future leaders. Interviewees overwhelmingly agreed that producing larger quantities of capable leaders will require more comprehensive approaches and reaching out to youth in early years.

We require a national leadership strategy to make leadership a priority, to stress the importance of competence and the imperative to invest in this crucial resource. The strategy should include leadership education for all ages, mentoring for more people and the creation of a National Leadership Institute to oversee the implementation of the national leadership strategy.

STRENGTHENING CANADIAN LEADERSHIP

As the world gets smaller, interdependent and more complex, the importance of integrating various perspectives, achieving win-win solutions and collaborating with diverse people increases. In other words, in the global 21st century world, success will belong to the integrators, not the bullies. Canadians are uniquely positioned to succeed.

What is it about our leadership style that appeals on the international scene? “Our style is effective, a quiet exercise of leadership with no flash or ostentation, but charisma. It is solid and trustworthy, humble and collaborative, attentive, and based on values. We like fair play and rules: peace, order and good government. We are an honest broker. As the world becomes smaller and more global, the Canadian style is more prized.” (Dr. David Walker, Dean, Faculty of Health Sciences, Queen’s University)

Our style is eminently suited for the global realities of the 21st century, but, to leverage it, we must assert our leadership identity. A better understanding of ourselves will enable us to commit to leadership and select appropriate avenues suited to our skills, temperament and values.

It is impossible to strengthen Canadian leadership without improving public leadership. The first step is to elaborate a strategic framework for the country, including vision, mission, values and priorities to guide and align politicians’ decisions regardless of their political allegiance. The second step is to put in place extensive development and talent management infrastructures for elected officials at all levels of government. Reviewing stakeholder roles (citizens, public servants, elected officials and media) and clarifying their accountabilities will also increase participation and performance.

CONCLUSION

We are fortunate to live in one of the best countries in the world. It is our collective responsibility to maintain and enhance this state of affairs. And to do so, requires abundant and competent leadership.

We hope that this book will contribute to the leadership development field and make us more aware of the value of leadership and the contribution it makes to every enterprise. As authors, this book is our way to give back to the country we love so much.

All Canadians will benefit from expanding the leadership talent pool. Leadership is like a chain, a flexible series of joined links used to pull or to transmit power. As leaders continue to grow and develop, they add links to their chain and expand their leadership capacity.

Happy trails on your leadership journey.

PART I

DEVELOPING COMPETENTLEADERS

Section A

What Is the Process?

To begin, we will take a look at leadership … from the inside. In other words, how does leadership feel to the leader? How is it defined, viewed and experienced from within? How does the leadership journey begin? What sparks the flame? How does the path evolve towards maturity? Are there predictable stages and obstacles along the way? Let’s find out in the next four chapters.

CHAPTER 1

LEADERSHIP ESSENTIALS

Great leaders just step up when others are stuck; they develop people and help them realize their full potential. So take charge, rise above confusion; be accountable and responsible; understand relationships between people and events to get to the desired outcome. Not being sure about everything helps you stay grounded, forces you to listen and avoids arrogance. You need to be uncomfortable at times—it’s part of humility.

Dr. Colin MacDonald President and CEO, Clearwater Seafood

In the world, there are two polarities: negative and positive. Some people have an innate ability to stimulate the positive, revealing the treasure contained within each person. For instance, they can walk into a room without uttering a single word, and the energy changes. They possess the gift of establishing an intrinsic connection. This is a leadership quality that has nothing to do with status or position.

Clément Guimond General Coordinator, Caisse d’économie solidaire Desjardins (Credit Union)

THE VALUE OF LEADERSHIP

Leadership matters. More than any other factor, it affects the success of an enterprise. The Canadian military clearly understands this reality. “In life and death situations, good leadership makes the difference. Therefore, in the military, leadership is at the core of everything: process, goals and outcomes. Leadership is what we do,” said our interviewees from the Canadian Forces, Captain (N) Alan Okros and Commander Gregg Hannah.

But what is leadership? How does it work? Since the world began, people have been fascinated by its magic and sought to unravel its mystery. Over the course of history, numerous explanations have been put forward, some emphasizing attributes, others circumstances, others yet, actions. In the past, many theories focused on leaders’ identity: personality traits such as charisma, or characteristics such as physical ability, skin colour, gender, etc. However, personal attributes do not shed much light on how leadership works.