09C15871 LEADERSHIP

RESEARCH ASSIGNMENT
What Do Emerging Leaders Need in the First, Second and Third
sectors: A comparison (The first sector is government, the second
is the private sector and the third is the non-profit sector).

Describe your experience in ASEANpreneurs and explain what you

learned from this experience in terms of self-development and
leadership.

Submitted to: Professor Amy Leaverton

Submitted by: Ankita Gupta

What Do Emerging Leaders Need in the First, Second and Third
sectors: A comparison (The first sector is government, the second is
the private sector and the third is the non-profit sector).

‘Nearly all men can stand the test of adversity, but if you really want to test a
man's character, give him power.’

- Abraham Lincoln

Abraham Lincoln, often addressed as the ‘Leader of All Ages’, is someone to

look up from and learn from on all fronts of life. The adversities and setbacks he
had to endure to get to presidency from nothingness are not only admirable but
also inspiring. That’s what a leader needs to be, apart from leading people,
leaving a path behind that guides, builds, envisions, coaches and mentors the
followers even when the leader is six feet under. After all true leaders beget
leaders and leave a legacy. While we can argue that there is a general set of
character traits like ethics, resilience, ability to progressively learn, handle
criticism, have a vision, humility, credibility, command and many more than go
on to making a ‘traditional’ leader effective, the balance of each and a certain
extra are needed in different areas of leadership. For instance, humility, concern
for the general public, selfless motives and emotional quotient are needed
relatively more by a public leader than a CEO to lead successfully. Similarly a
leader in a relatively more private set up needs to be more economically driven,
profit oriented, manage people, conflict resolving, and image oriented to be
good in his job. The right mixture of qualities and character traits can make a
leader, and the absence can relinquish him.

Given the last one century, with the world facing two world wars, civil wars,
natural catastrophes, great economic depression, and financial downturns, we
can quite comfortably agree that the world is getting messier by the day. There
is so much news to quote that a standard twenty-four-page newspaper can only
cover the highlights. There are over twenty renowned and established news
channels, thousands of web pages and millions of blogs that narrate the current

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ongoing – the good, the bad and the worse – of the world we form a part of.
Economic debacles rather than questioning the inglorious causal factors seem
to be jabbing their fingers at the ineffective and shammed leadership,
sometimes even blaming the MBA schools for imparting incomplete or hollow
education. Global society seems to be going to the pits, and whenever a mishap
materializes, either a leader is blamed or called for to catalyze rescue missions.
So, there is a staggering need for leaders to deal with the nagging societal
existence in the most effective way and lead the progression of the world.
Leaders need to communicate a clear vision not only to the followers but also to
other leaders so that there is a consensual progression in the same direction
(towards a better future), because as much as we may deny it, we are
interdependent souls with every single consequence bearing repercussions in
multiple forms.

The population of the world is more than what it was a decade ago, more
gadgets on hand to play with, more people dying of hunger, more man-made
disasters, more natural calamities, more psychological disorders, more
awareness, more connectivity, more globalization – the trend is ‘more’ of
everything. So, the leaders of tomorrow need to take care of more, need to
possess not only more of each of the trait what really makes an effective leader,
but also more traits in general. People need more support to make it through,
what the Vedic has called, ‘Kalyug’ or the age of demons where the man will be
bestowed with more worries, vices, and all possible destructions known to
mankind. So, the future leaders need to harbor more of everything that is
needed to lead, live a life with a forward vision while understanding it
backwards (in the hindsight from experiences that are personal and of others).

We have different sectors in the society that work individually yet demand
harmony for successful functioning. The three sectors of the society, first being
the government, second being private and the third being the non-profit sector
lead groups of people with different motives, so the elements that make up the
people taking the leadership positions are very different. The emerging leaders
leading in different economic conditions, with their own unique set of factors
that define their final vision, their purpose and mission of leadership are
remarkably distinguishable in their sense and style. The people whom they lead

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also have different interests and motives for being led. So, while there are
certain requirements and audacious attributes that would sculpt the next best
leader in his most perfect form, the elements needed to govern and lead in
these sectors are different in their degree of demand.

All the leaders in different sectors have diverse needs as there are variations
in the dynamics of the societal sectors, the target pool is different in size and
type, the hardships and setbacks are different, mission and purpose is unique,
realities and intricacies of the work they do is entirely different. The instruments
that are effective for Barrack Obama might not be for Ben Bernanke, and
similarly the ones that work for him might not work for Melinda Gates. Even if
they do, they might work to solve different purposes. To really understand what
an emerging leader needs and what he needs to relinquish from the learning
from the past, it is important to look at the past that was; the present that is
and everything would weave into the future that will be. Also, traditional
leadership is almost revamped now, social global leadership is about building
and not just leading, leaders do not have to just modify the vision and mission
of the predecessors but construct new ones from the ashes of the past. The way
Bill Clinton ran his office is no longer applicable to Barrack Obama’s strategy,
but all is not ruled out, as he can still learn from Clinton’s mistakes and
fundamentals on which his leadership was built.

In my paper, while addressing what an emerging leader needs in general, I

would segment it out to cover the above-mentioned three sectors to the society,
draw parallels on general grounds, stating what may work for one leader may or
may not work or work differently for another. The continuously transformative
nature of world is also captured by a musical band Owl City, as evident from the
lyrics of his composition, Fireflies, where he claims ‘… I’d rather stay awake
when I’m sleep ’cause everything is never as it seems’, implying that world
changes every passing moment of our existence. The emerging leaders need to
readily adapt to change, grasp the learning, resurrect and move forward.

Considering the government at large, it is the most visible and implicit form
of leadership that exists in the society. The connexion between government and
society is a given, as the government creates the roadmap for the society,
makes decisions that escapes no one, and is continuously embarking on the
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‘welfare state’ agenda. Bodies like The United Nations and summits like
Copenhagen Climate Conference 2009, clearly speak out that government
leaders are at their feet and exercising their power for the best of mankind.
Government leaders are men with unquestionable authority and their decisions
and actions become over-the-table talk for ordinary people. In the similar vein,
private organization and non-profit organization leaders have limited power in
comparison to the government. They have an entirely different set up to
operate under. For instance, while Health minister issues health policies for a
common man, irrespective of the job he is in, CEO of a firm issues similar
benefits but they are limited to the people working under him and these
benefits are in reciprocation to the work people do. Security and defense are
warranted to general public without asking for them, but so is not the case with
for private sector.

Always, as has been purported by great men, leaders need to be men of

honor for whom making right decisions is not a conscious act but an inherent
habit. Looking at what has been happening in the last few years, leadership is
definitely in crisis. The crisis is not that we don’t have leaders (perhaps that can
arguably be claimed as one of the biggest concerns as the clichéd adage goes,
‘Too many cooks spoilt the broth’), but that the leaders in the making are just
striving to live up to the expectations formed based on leaders of the past. Ron
A. Carucci in his book, ‘Leadership Divided’ explicitly mentions ‘Cultivating a
crop of highly effective men and women ready to take on the mantle of
leadership in today’s context – and tomorrow’s – will require engaging them in
relationships of far deeper reach that they have experienced before in their
workplaces. This requires building relationships of depth proportionate to the
degrees of change and risk they will inherit in the organizations they eventually
lead.’ Following this, I would like to narrow my focus, on concepts of
followership, ethics, resilience and change management, hierarchal work
culture, emotional intelligence, and middle-term thinking – and their designated
relevance in the three sectors in discussion – to substantiate the idea of what is
required by the leaders of tomorrow to lead successfully.

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 If there are no followers, how can you lead? If no one trusts and follows your
decisions, whom do you lead? For whom are you sweating over making the right
decisions and whose welfare are you
seeking? Rhetoric of this sort invokes
a thought process in the leader.
Such questions then generate the
notion of followership, along with
leadership. The can be considered as
two sides of the same coin.
Followership, most fundamentally is
defined as the act of following a
leader. Ineffective followership
crumbles a leader, even though his
leadership strategy might be foolproof. Using a bottoms-up approach can instill
good followership.

The Leadership-Exemplary Followership Exchange Model, which stresses

on a two-way leadership where a leader teaches the people whom he is leading
to be a good follower through mutual communication, laying down some leader-
follower rules, active engagement, and helping the followers become exemplary
followers. This is very important in the second and the third sector because the
target pool is smaller and they are expected to reciprocate more to the
leadership. Steve Jobs wants his employees to be creative so he tries to make
them good followers so that they understand his lead. Similarly, Omar Abdullah
(an Indian politician) wants the people to support his ideas so he listens to them
and talks not for the heck of creating sound, but for sharing a vision.

In the non-profit sector, having followership is not a must because it

follows more on generating welfare so when people follow naturally when their
wellbeing is being enhanced. Exemplary followership can be promoted by
allowing people to cogitate rather than be submissive to what is being followed
in the formal system they are a part of, focus on the goal, go above and beyond
the job and letting people put themselves on the critical path that leads to
accomplishment. Democratic governments, where citizens choose the leader
are another example of such exemplary followership.

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 Ethics, morality and accountability are the ugly words in leadership that
are important truths. A leader cannot lead well till his conscience is clear, and
his actions are transparent. Such attributes in turn promote trust and credibility
amongst the people he is leading. Embezzlement, extortion, bureaucracy,
corruption and fraud are familiar terms often used to exemplify bad leadership.
The Satyam Scandal earlier this year, where the Chairman falsified accounts
and extorted millions of dollars is a fresh example of unethical conduct.
Similarly first sector, that is the government, there is possibility of corruption
and embezzlement of state’s treasury, and it is referred as kleptocracy.
Bangladesh’s government had been labeled as corrupt for five years in a row in
the beginning of the millennium. Even in India, there is so much corruption in
different levels of the government that by the time the taxes reach the
designated department, more than eighty percent is lost to the officials who
pocket the money. Thus, these countries keep rolling in the developing front of
economic progress because they are hollow from within.

Leaders need to be transparent and accountable the most to their own

people. Ethics and making morally right decisions is something that shouldn’t be
done consciously but rather be a part of the subconscious of the leaders, and it
should not be exercised when taking leadership decisions but all round the
clock. In the non-profit sector, leaders are dealing with pressing social issues
like eradicating poverty, reducing food crisis and providing shelter to
catastrophe-stricken people and if there exist unethical conduct then these
organizations will eat themselves up in the long run. A small social enterprise in
Singapore, GIVE.sg raised approximately NT$ 30000 for the people affected by
Typhoon Morakot in Taiwan, and have been accountable for the money that was
raised. This is one micro example from my surroundings, explaining the dire
need for morality and ethics in young leaders who are the future of tomorrow.
So the future leaders in all sectors need to be highly ethical under all
circumstances, and learning from the past mishaps helps.

There is an increasing trend of abolishment of hierarchal structures in the

work culture. The top floors in the business world that were initially occupied by
the CEOs are best served if converted to penthouses for weekend bashes in the
organization. A luxurious cabin with leather couches and teak furniture does not

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define a leader’s capabilities. So, it is best that the young leaders who are
getting credible leadership positions in the private sector better roll up the
sleeves and get ready to work alongside employees. While delegating is good, it
is better still if the leaders get actively involved rather than passively observing
jumping into action only when things go wrong. Then there is a series of blame
games and loss of efficient resources. Breaking down the walls between people,
fostering communication, managing healthy relationships – these are the
gospels of a successful company. The ranks need to be buried and a sense of
exposure needs to be achieved. But, this is not entirely possible in the
government because there, with rank comes power and authority. Visibility in
the hierarchies speaks for how much power and authority can each leader
exercise. But efforts are being made to exclude the intermediaries and promote
two-way direct conversation between common man and top authorities, as is
evident by www.barrackobama.com with its motto, Organizing for America,
which some may consider as a long shot, but I consider as a step forward.

Recently having read a lot of books like the 50th Law by Robert Greene,
Our Iceberg is Melting by John Kotter, Outliers by Malcolm Gladwell, Winning by
Jack Welsch, From Good to Great and Built to Last by Jim Collins, The Success
Principles by Jack Canfield and certain articles on Transtheoretical Model, I
gained a deep insight on what is exactly are the qualities and attitudes that are
needed by people in today’s world to really make it through. But these are
mainly ideas, and a lot of them, and to everyone only some may apply. The core
of it all summed up is to be able to handle change. Change is the most dynamic
feature with a power that can crush anyone who appears weak. Change brings
fear, uncertainty, demands adaptability, survival is questioned and threatened.
The future leaders need to be good in uncertain times. For instance, when
Barrack Obama took over the presidency, there were pressing issues like the
Financial Crisis, or Indonesian President Susilo Banbamg Yudhoyono had to
tackle the spiraling down economy of Indonesia in the wake of earthquakes,
tsunami, and other natural disasters. When the very survival of people is
questioned, then the leader needs to change. The new leaders in the making
need to be adaptable to the changing economy, keep the situations simple
instead of convoluting them, be nimble at their feet to deal with the increasing
unpredictability world is facing and also see the light at the end of the tunnel.
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 The first sector demands leaders to be a highly resilient, emotionally
strong, clear visioned, adaptable to changing circumstances. Looking on the flip
side, the future leaders need to be capable of carrying out successful and
required change. There are new policies and strategies tat the government
needs to implement and execute successfully, so introducing change
successfully also helps. John Kotter’s ‘8 Step Model’ for transforming an
organization is a concept the future leaders should be able to grapple with well
because if a leader can do so, that means he can communicate his vision well.
According to Kotter, a leader should be able to communicate his vision in less
than five minutes and at the same time, not declare victory too soon. So, the
future leaders need to pace out change one-step at a time rather than muddle it
up altogether, and ending up with just dirtying their hands and nothing
substantive. The government leaders and private sector leaders really need to
be adaptable to changing macroeconomic environments, communicate audacity
of hope during the darkest hour and not hibernate in the times of need leaving
people in a chaos and hopeless.

In the non-profit sector, people are attempting to create a better world,

and they are evangelists of positive change so they are generating a flux. They
need to communicate their vision wide enough so that more people come and
support their causes, and that’s what is important for the non-profit
organizations like the Bill and Melinda Gates Foundation, Howard Hughes
Medical Institute, Oprah’s Angel Network and Wellcome Trust. Big non-profit
organizations have several hundred causes running at the same time, and they
need to reach the right people for them to be successful, so while having a
vision with mission helps, communicating it to the right people matters more
because in the non-profit world, the market is made by the mission and
communicating the audacious goals, with generous devotion of time and
expertise comes in inspired donations and it determines how well the non-profit
organizations grow and enhance. Online fundraising organizations like Kiva.org
and mycharity.ie also bear testimony to the above-mentioned.

Also, ‘Going Green’ is the next big thing. It is already gaining momentum
and spreading like fire, but while the notion is spreading the adoption is weak.
Personally, I want to be energy efficient but choose convenience and comfort

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first, and I can comfortably state, I am no exception to it. While Al Gore spent
time and effort, and filmed Inconvenient Truth to share his concern, efforts from
John McCain are also noteworthy. These people are talking, and they are talking
for a reason – a very valid reason. We are destroying planet earth. While our
health is important, so is of the planet that we stay on. Time Magazine quoted,
‘Don’t blow it – good planets are hard to find.’ The next best leader is the
‘Future Green Leader’ who while leading and dealing with humans, needs to
take into account the environmental concerns. Government leaders usually
work with non-profit leaders, and often can attempt to form an alliance so that
maximum use of resources, skills and expertise is achieved. The Copenhagen
Summit on December 16, 2009 and the annual Earth Hour, organized and
publicized by World Wide Fund are some of the most visible attempts.

In the private sector, the leaders need to respect the efforts of other
organizations, and share similar interests. Private sector is the biggest reason
this problem is not being alleviated to the degree one expects. Leaders need to
revamp their organizational production approaches, and strive for efficiency so
that instead of negating the efforts of the government and non-profit
organizations, they add value to them. Apple Inc. promoting ‘A Greener Apple’
and Southwest Airlines policy of ‘Southwest Cares’ shows that today’s leaders
are making an effort. But for future leaders, this effort is not a choice but a
mandate, because burying your head in the sand doesn’t mean the problems
stop chasing you. The leader should be able to effectively educate people about
the environmental issues and get the momentum in place. Daniel Goleman’s
book Ecological Intelligence and Dara O’ Rourke’s website GoodGuide are some
of the good ideas to visit in order to start making intelligent decisions.

All said and done, what a leader does will work or not depends on the
behavioral attributes of the leader. Gone are the days when Ford’s Assembly
Line Method will work because workers are experiencing diminishing marginal
utility at an exponential rate and need more that just work. They need a work-
life. In short, calling on the leader’s of tomorrow to get emotional, feel the pain
and communicate, become we from me, and understand the people who they
are leading. Primal job of the leadership is emotional as has been claimed by
Daniel Goleman. Also, he talks about resonant leader who uses positivity as a

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key to unleash the best in people he is leading. Emotional Intelligence
comprises self-regulation, self-awareness, motivation, empathy and social skills.
With the brain having the capabilities to change itself (supported by the works
of Norman Doidge MD, in his book ‘The Brain That Changes Itself’), the
emerging leaders need to take the extra step and learn to have high degree of
emotional quotient and intelligence so that they feel and understand the
followers, harbor relationships with them.

In the third sector, the leaders need to be high on emotional intelligence

because they are working to support and resolve third world issues like poverty,
hunger, terminal diseases, and help uplift the people at the bottom of human
pyramid. They need their employees to contribute with equal zeal, share the
same motivation and acquire similar degree of workflow, so for that they need
to have very good relationships with their subordinates, so that efficiency and
effectiveness in tasks is high. In the private sector, need for emotional
intelligence is being expressed increasingly. While professionalism is important,
high IQ and intelligence is required to work, group dynamics and global work
conditions are best fostered with high sense of emotional intelligence.

Emotional intelligence promotes an implicit sense of compassion and the

leader, if genuinely empathetic towards his employees can achieve higher
productivity and lower turnover rate in his firm or organization. Many present
day private start-ups are high on emotional intelligence because they avoid the
visible hierarchies in the form of structured offices, and have a fewer people
working together. Companies like Segway have amazing team dynamics where
people understand view points, are open to feedbacks and high on innovation
because of high emotional intelligent being embedded in their work-style. The
government leaders on the other hand cannot possibly be high on same skills
because the people they are addressing are such huge in number; so working
on emotional quotient suffices the need most of the times.

Also, for decades together leaders have stressed on being visioned, being
far-sighted, thinking far ahead, making decade plans or on the extreme going
short-term and just thinking of the next immediate step and its possible
consequences. We are either going too extreme where investments most often
do not bear enough fruits or rather the vision altogether where the cycle
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becomes too short to really gain anything sustainable. Baghai, in his research
paper ‘The Alchemy of Growth’, mentions the concept of 3 horizons, horizon 1
(signifying short term), horizon 2 (signifying middle term) and horizon 3
(signifying long term). According to him, the focus is lost while leaping, from
horizon 2 to horizon 3, so the focus should be on middle-term thinking that is
horizon 2. Some of the strategies that the leader can use are to focus on the
business processes more than the products, and isolate this horizon from the
other horizons.

According to him the leaders with middle-term thinking are scarce, and
they are the ones who understand entrepreneurial deployment and know how to
successfully build a business that can be placed in autopilot when the need
arises. In other words, a leader with middle-term thinking generates a self-
fulfilling workflow where people who are being led work within their innovative
zones, work for measurable reasonable targets and have objective goals. Such
people are also more comfortable with change. So, in the private sector, leaders
need to learn from the mishaps of long term thinking of the past of other
organizations and concentrate on middle-term thinking (CISCO is one of the
present day firms striving for such an entrepreneurial attitude). Similarly,
governments instead of going for five-year budgets and plans, should narrow it
down to a smaller time frame, given the transitory nature of the global
economy. On the other hand, leaders in the non-profit sector in general should
have a long-term plan, but they should break it down so that they have
measurable checkpoints.

So, in conclusion, in the wake of such an economic turmoil, and as the

world slowly recovers, we have high hopes set on the emerging leaders. We
don’t want them to just lead or deal, but to build again. We want them to have a
vision that we have in our hearts and minds for the world that is ours to keep.
Emerging leader needs to drive and coach his followers, while learning from
them. He needs to be good while being authoritative in command. He should
inspire by walking the talk, advocating ‘we’ instead of ‘me’, redefining success
and change but sharing optimism and not fear. Not everyone is strong enough
to lead, but the handful that dare need to do it right. As the world seems like a
Phoenix resurrected from the ashes of multiple crises that daunted us in the 20 th

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century, we need emerging leaders who don’t just improve upon yesterday but
build a better tomorrow.

Describe your experience in ASEANpreneurs and explain what you

learned from this experience in terms of self-development and
leadership.

ASEANpreneurs started as a journey to learn about the market, culture,

and religion and make new friends. But it turned into a lifetime interest. I
ventured my time and energy in ASEANpreneurs because I find this area has a
lot of untapped potential in terms of human resource, and if I ever consider a
start up in my near future, I would look in this area. I admire leaders like Adolf
Hitler (after I read his book Mein Kampf), Warren Buffett, Steve Jobs and Melinda
Gates who seem to be in harmonic existence with their self, have overcome
great adversities and bounced back. I also respect preachers like Elizabeth
Gilbert, Ayn Rand, James Arthur Ray, late Randy Pausch and Mitch Albom who
always have good wisdom to part with. With the mindset of learning and
meeting new people, I joined ASEANpreneurs, where I had a diverse cultural and
academic experience.

The social club comprised of ten members, and every time we met
someone was supposed to take the lead. The meeting started with everyone
discussing one interesting thing they learned during the course of the week that
went by, so that helped everyone learn nine new things by just being there.
Eventually, I took up the leadership position with two fellow students in the
Alpha Challenge that was to be organized by the society. I was supposed to
send out sponsorship letters, frame competition guidelines, plan and organize
the events for the day, hire ushers, maintain the logbook, delegate and decide
upon short listing of teams and many other small tasks that had to be taken
care of. As a leader, I realized, it was very important to be a good listener. While
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working in a team, it is important to give your own inputs but it is equally to
consider inputs from others. In addition, wise and best decision made is the one
that cannot be changed, no matter how strongly someone may pitch an
opposing decision, thus it is very important to consider all factors and weigh out
all opportunity costs when making a decision.

Sending out sponsorship letters, requesting companies to sponsor the

event was the hardest task. Framing convincing mails was very hard and what
was harder was getting the companies to respond to those mails that were sent
out. In that process, I learnt that a leader should be graceful in his conduct with
other authorities, respect their judgments and never impose a decision upon
them. Also, good marketing of ideas and clear communication of vision is
extremely important to carry out the task through. My team and I also decided
to save resources as much as possible, so we used waste paper left near the
printers all over campus to paint posters on and as handouts on the day of the
final event. This incorporated a sense of social environmental responsibility
within me. The event was a success eventually, and these lessons stuck onto
me thereafter.

Adolf Hitler in his book Mein Kampf says, “The art of leadership…consists
in consolidating the attention of the people against a single adversary and
taking care that nothing will split up that attention… The leader of genius must
have the ability to make different opponents appear as if they belonged to one
category.” I followed this approach when trying to achieve a consensus on
situation in a diverse team and also for prioritizing the problems that should be
tackled first in the agenda for the weekly meetings headed by me.
ASEANpreneurs was a segment of the bigger organization, NUS Entrepreneurial
Society (NES), where we had to report on weekly basis. So, I realized a leader
has to be accountable for his actions and take responsibility for his deeds.
Submitting a logbook quantifying the discussions and accounts for all the
finances, helped me realize the importance of accountability. A leader should be
able to justify every single move and every single decision. Also, as Randy
Pausch says, ‘Tell the truth.. always.’ Lying is easier to fall into but harder to get
out of. It not only breaches trust with people you share relationship with
presently, but also hampers relationships-to-be.

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 During my months of association with people from different nationalities,
different academic faculties, different ages and many other different characters,
I got the opportunity of a global experience while being local. Interacting with
such a heterogeneous crowd, I understood the importance of truth as has been
told by Cyrus, the Great, ‘Diversity in counsel, and unity in command.’ Also
anger management and time management are the two highly important assets
a leader can possess. I had anger management issues, and had a tendency to
get haughty over discussions. But over a period of time, with a myriad of
experiences in my bag, I realized anger begets anger that in turn ruins relations.
So, I adopted meditation and relaxation techniques to help me deal with such
mortifying experiences to the greatest possible extent.

In addition, I realized, I am reactive to situations and more inclined to

submission during group work, while being analytical and practical. So, while I
took a backseat in committee meetings, I became that silent observer who read
other people’s weaknesses without them noticing. So, as a leader, one can
really work well if he knows the exact weakness of his opponent, which followed
by a strategy can destroy the opponent to his very core.

These are some of the lessons and experiences that contributed towards
making me who I am today, and also continue to shape me as a person. I
believe we are a product of our experiences, and with the right amount of will
power and sheer optimism, we can achieve anything we want to. The world may
criticize us, hurt us, shout at us, mock us but we should not be bothered
because in any game, it is the spectators that make the noise and not the
players.

References for the research paper:

Blunt, Ray

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The Toughest Choices a Leader Must Make, Retrieved from
http://www.work911.com/cgi-bin/leadership/jump.cgi?ID=10349

Blunt, Ray
Growing Leaders for Public Service, Retrieved from
http://www.businessofgovernment.org/pdfs/blunt_combo_report.pdf

Prusak, Larry
Copenhagen: What's the Story, President Obama?, Harvard Business Review,
Retrieved from
http://blogs.hbr.org/cs/2009/12/copenhagen_whats_the_story_pre.html

Nayar, Vineet
10 Mantras for Emerging Leaders in 2009; Harvard Business Review, Retrieved
from http://blogs.harvardbusiness.org/hbr/nayar/2008/12/10-
mantras-for-emerging-leader.html

Moore, Geoffery A.
To Succeed in the Long Term, Focus on The Middle Term, Harvard Business
Review

Kotter, John
Leading Change: Why Transformation Efforts Fail, Harvard Business Review

Smith, Craig
The New Corporate Philanthropy, Harvard Business Review

Goleman, Daniel
What makes A Leader?, Harvard Business Review

Kaarigard, Richard
Peter Drucker on Leadership, Forbes, Retrieved from
http://www.forbes.com/2004/11/19/cz_rk_1119drucker.html

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Goleman, Daniel
Primal Leadership: Realizing The Power of Emotional Intelligence, Harvard
Business School Press

Haque, Umair
The Builder’s Manifesto, Harvard Business Review

Hill, Linda A.
Where will we find tomorrow’s leaders?, Harvard Business Review

Bradach, Jeffrey
Delivering on The Profits of Non-Profits, Harvard Business Review

Stibel, Jeff
Why Wise LeaderLs Don’t Know Too Much, Harvard Business Review

Quelch, John
How CEOs Should Work With Customers, Harvard Business Review

Carucci, John A.
Leadership Divided: What Emerging Leaders Need and What You Might Be
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