Is this mechanistic analogy to the pendulum still accurate for Twenty First Century organizations? Many processes of the world are likely to resemble the phenomenon that we call fire.

The concepts of coaching and mentoring are often overlapping and there are many disagreements about what constitutes coaching and mentoring—especially when coaching and mentoring are delivered in an organizational setting. Considerable time can be taken (and perhaps wasted) debating over definitions of coaching and mentoring. I propose that another approach might be taken—that of determining which of seven distinction roles …

When leadership is engaged in a postmodern setting, then leadership is exhibited when one furthers the vision created and embraced by other people in the organization—not just the stakeholders

The premodern leader builds her credibility in part on the foundation of courage—and typically looks to an external enemy as the focus for engaging this courage (and more generally as a generator of energy and motivation among those she is leading). The modern leader builds her credibility in part on the foundation of empowerment—and typically looks to her own team …

What occurs, when an organizational leader confronts the complexity, unpredictability and turbulence of a postmodern world? I propose that this leader becomes a learner.

An effective modern leader will often focus on creating a TANGIBLE VISION and this is done through focused motivation, the setting of specific goals, and the monitoring of the ways in which (and extent to which) these goals are achieved within the organization.

In a modern organizational context, there is a style of leadership that focuses not so much on personal bravery in defending the organization against an external enemy as on the capacity of the leader (as manager) to instill organizational bravery in those with whom this leader works.

In the modern world, the role of leader merges with that of manager. The successful leader, in other words, is a successful manager—and management can be taught and managers can be created. Managers operating in modern organizations are not born into greatness nor do they necessarily need external forces (such as enemies) or auspicious circumstances (an appropriate vision at the …

A person is assigned this third form of leadership because he or she can articulate a vision of the future that is persuasive and motivating.

A person is assigned this form of leadership because the organization in which he or she works is confronting a major challenge (the enemy) that is very strong and quite menacing.