John Nicholls (1994) proposed that leadership skills be considered from the basis of inspirational leadership (the heart), strategic leadership (the head), and supervisory leadership (of the hands). In all three cases, leadership is about the effect of the leader on people, individually or collectively, in relation to their environment.

Nicholls (1994) also suggested that Transforming leaders inspire people without using coercive power and authority – they are enablers who "engage" with people, giving them "headroom" to perform. By applying inspiration of the heart to their strategic leadership of the head, managers become visionary enablers.  By applying inspiration of the heart to their supervisory leadership of the hands managers become coaching enablers. 

The concept of an "Academy" dates back to the time of Plato.  

academy |əˈkadəmē|
noun ( pl. -mies)

As we begin the week after the final of the FIFA 2010 World Cup and as Spain celebrate their victory over the Netherlands, there are some key lessons we as South Africans can learn from staging the event.

When the eyes of the world are on you, there is a reason to deliver

THE ORGANISATIONAL LEADER AS STAKEHOLDER NEGOTIATOR 

Al Dunlap was famously quoted as saying that “The most ridiculous term heard in the boardroom today is ‘stakeholders’. Stakeholders! Every time I hear the word, I ask, ‘How much did they pay for their stake?’”

The View from up here:
Strategic thinking precedes effective organisational change
The one question that every organisation must answer in order not just to survive, but also to realize its true reason for existence is . . . “What is our sustainable competitive advantage?”