Leadership in the 21st Century: Contrasting Views of Leadership and Their Utility for My Practice

HML 1001 leadinghip of variegate S. McGowan. June 2008 lead in the twenty-first Century Contrasting Views of lead and their Utility for My Practice noetic institution In this paper I lead examine two novel find outs of leadinghiphip. The lead gets I contri besidese decided to review argon handmaid- leadership and finesseal leaders and my aim is to describe them, explore both(prenominal) of their similarities and differences and consider their value for my proclaim practice. Servant-Leadership Robert K Greenleaf defined Servant-Leadership in1970 in his essay The Servant as Leader (Greenleaf, 1970).Greenleaf attributes the inspiration for his approximation to the novel Journey to the East by Herman Hesse (1932), where the central character Leo handmaid to a party of travellers, proves last to be the merry member of the group, whose mission fails without him. The retainer- leadinghip possibility is found on a position of empowerment and bank lines sharply wi th models of leaders that are prowd on power. Instead of concentrating on the acquisition of power and concur, servant-leaders counselling on helping people to grow and fulfil their authorisation. Greenleaf states the servant-leader is servant graduation It begins with the essential feeling that unmatched wants to parcel out, to be brook first. Then conscious superior brings whiz to aspire to lead. That person is sharply distinct from unmatchable who is leader first, maybe because of the pick up to assuage an unusual power drive or to see material possessions. (Greenleaf 1970) The servant- leading supposition advocates the exercise of leader as serving quite than controlling. By serving the admits of their work issue, clients and communities servant-leaders can harness the full soldiery of an empowered group.Servant- leading models promote a sense of alliance and an holistic apostrophize to work and, ultimately, society. Steven R Covey, vice chairman of Frank lin Covey, the worlds largest instruction and leadership development organisation, described four eccentrics of leadership in his soda water speech to the Greenleaf Centres (www. greenleaf. org) 1999 conference (Covey 1999). These are (i)Setting an Example Leaders mustiness work hard, contribute and model right, humility and the determine of servant-leadership. right breeds confidence and generates followers. ii)Pathfinding Creating a imagination that involves and inspires, and that by dint of empowerment, mobilises the efforts of otherwises. This way, strategic planning is set establish and derived from an understanding of peoples fates. This is in stark contrast to power models, which espouse individualistic missions and goals for organisations to be herded towards. (iii)Alignment Aligning the systems and structures of an organisation to serve the traind task and reverie. Values need to be institutionalised and voice parley and action must be logical. iv)Empowerm ent This is what Covey describes as the fruit of the first three roles When you receive a common spate and value system, and you have put into place structures and systems reinforcing that vision, when you have institutionalised that strain of chaste laterality its akin lifeblood feeding the culture, the feelings of people, the norms, the more(prenominal)s feeding it constantlyYou canrelease the massive gentle creativity, the human ingenuity, the visionfulness, the intelligence of people to the accomplishment of those conclusions.Everything connects together the lumber of the relationships, the common conception and values. You find that people depart organize themselves. Theyll execute themselves. People are haggard to doing their own take up thing and accomplishing that model(prenominal) purpose, that vision. Thats empowerment (Covey 1999) Max DePree has famously defined leadership as a secure meddling in other peoples lives (DePree 2002). DePree is concern with the interdependence of members of organisations and has argued that leadership cant be sightly more or less the individualWhen we think about the people with whom we work, people on whom we depend, we can see that without each individual, we are not going to go very remote as a group. By ourselves, we suffer thoughtful limitations. Together we can be approximatelything wonderful. (DePree 1990) DePree coined the term Fiduciary Leadership one of the three things he believes to be vital to servant-leadership. Fiduciary leadership describes a model of leadership based on trust and reliance. With this model, leadership is a set of opportunities and accountabilities bestowed (temporarily) by followers, in the trust of the leader.Central to this design is the melodic theme that the led are consenting to be led and this idea lies at the heart of democratic society. In the 18th Century Edmund Burke (1729-1797), AngloIrish statesman and political philosopher wrote It is the love o f the people it is their attachment to their government, from the sense of the lately stake they have in such a glorious institution, which gives you some(prenominal) your army and your navy, and infuses into two that liberal obedience, without which your army would be a base rabble, and your navy nothing but rotten timber. Burke1775) With affection to fiduciary leadership Burke said All persons possessing any portion of power ought to be strongly and awfully impressed with an idea that they act in trust. (Burke1790) And DePree says Leadership is not a positionpromotion has never made anyone a leader. Leadership is a fiduciary shouting. Inherent in this calling is the friendship that hope plays a critical part in the lives of followers. Fiduciary leaders design, build and then then serve inclusive communities by liberating human spirit and strength (Depree 2002)Here again, then, the themes of leaders serving and harnessing human potential in organisations that are communities . Deprees second necessity vital to servant-leadership is full(a)enning the definition of leadership competence. He describes five areas of compertence Firstly, defining and expressing reality for an organisation second, vision and strategy leash, enabling creative people fourth, trans normaling by learning, risking and changing and finally, unleashing the potential of all members of an organisation. Deprees referrence to transforming is important.Servant-leadership and fiduciary leadership are two standards of Transformational Leadership (Burns 1978). Transformational leadership is concerned with bringing about develop and accomplishing success with communication, act and empowerment, as opposed to Transactional approaches, which favour activities such as resource solicitude, and farthestement by policy, proceedure and control. Transactional leaders prefer systematic approaches, organisational hierarchy, straightforward objectives and try and tested techniques.They ma nage efficiently but are in riskiness of producing mediocrity and suffocating intro and creativity (Fairholm 1991). Transformational leaders reject the rigidity of transactionalists, arguing that ideas such as scientific Management (Taylor, 1910), with their focus on controlling the minute details of the nitty-gritty of production are suppressive , dehumanising, alienating (Marx, 1959) and, ultimately outdated. Conversely, the transformational model can be criticised as inefficient, wasteful and wanting focus and direction.The third of Deprees three neccesities for servant-leadership is a slip by moral purpose. He argues that leadership requires moral purpose to give it meaning, mea certain(a)s and a worthwhile goal. Keen on lists, DePree desribes six signs of moral purpose. These are (i)An espousal of kind-hearted Authenticity Organisations comp bristle individuals with a cornucopia of gifts and talents and not scantily their ascribed roles or inherent characteristics. (i i)Rights All are entitled to the right to get going to ownership to opportunity to inclusion to a covonatal relationship as members of the organisation. iii)Truth Consistent, mixed honesty is crucial to moral leadership (iv)Vulner efficiency An absence of ego and nudeness to criticism. resulting to listen to others, to experiment, to make mistakes and to learn from them. (v)Equitable Distribution of Results Distributing profits sensibly is a needful and motivating feature of an organisation that demands lofty levels of parcel from its members. Results or profits can be financial or else little tangiable outputs. (vi)Personal Restraint Vulgar displays of power, wealth and status are offending and demotivating to others.Ultimately, then, the servant-leadership theory regards leadership as a moral calling. Greenleafs leadership theory besides has its basis in morality and latterly he concerned himself with the question of managing change in society, citing examples of immora l, senseless and destructive problems in the world. His view was that the system to deliver the required change would be the one that flora best in his view servant-leadership The difference between leader first and servant-leader manifests itself in the care taken by the servant first to make sure that other peoples highest priority inescapably are macrocosm served.The best test, and the most difficult to administer, is this Do those served grow as persons? Do they, while universe served, compose salubriousnessier, wiser, freer, more autonomous, more likely themselves to become servants? (Greenleaf, 1970). To read Greenleaf and his followers, one major power conclude that servant-leaders are essentially unexceptional people drawn naturally, perhaps randomly, from the servant classes. People with philanthropic and selfless natures, who assume leadership positions save to spread their good deeds more simplely. Interfering (DePree 1993) do-gooders best suited to friendly and charitable enterprisesHowever servant leadership places as much emphasis on leadership as it does on servitude, even if the servant has to come first. Powerful servant-leaders can be found at the head of many serious, succesful, profit making organisations (e. g. herb Kelleher, chief executive officer South westside Airlines, Jack Lowe, chairman of TDI Industries and Rich McClure, chairman of UniGroup Inc. all US) and, most recently, servant-leadership is the leadership philosophy espoused by newly elected hot seat Lee Myung-bak of South Korea, who has called for servant-leadership as his primary presidential leadership vision (Hyun-kyung, 2008)Military leaders or professional politicians will be unable to manage the economy any longer mainly because they were born to carry off power, instead of serving citizens. These leaders attempt to rule the country, while managers serve their customers. As a result, the boss is destined to wane, while servant leaders achieve mutual ly beneficial goals for the community. (Myung-bak, 2002) If we look more closely, then, servant-leadership, far from rejecting the idea that some people are natural leaders, actually shares many ideas with indication models of leadership.Trait theories date back to the first half of the twentieth ascorbic acid and Webers thory of leadership- personal appeal (Webber 1947) is a good example. Trait theorists argue that leaders neither emerge naturally as a result of a personal epiphany, nor are they created by experience or training, but that they are born. Born leaders are the result of natural selection (Darwin 1859). Nicholson (2000) describes how evolutionary psychology has produced alpha-males hard wired individuals with natural leadership qualities operate, by high levels of testosterone, to seek an optimal seratonin buz by taking charge and achieving personal success.Grrrrr beginning(a) among these natural leadership qualites is charisma. magnetised Leadership (House 1977, Burns 1978) concerns itself with the impact of charisma on the leader/follower relationship and the effect of magnetic leadership on the motivation and morale of followers. Charisma is regarded as an inate property, a charm that compells others to follow. Freud described charisma as an ability to realise compliance from others (Freud 1922). Charismatic leaders are heroic, energetic and driven by dissatisfaction with the status quo.Although mainly seen as a transactional model, charismatic leadership, when paired with a moral basis, is far from inconsistent with servant-leadership. In fact, many of the qualities necessitate of the servant-leader such as vision, integrity and empowering others can be regarded as extremely attractive and thus charismatic qualites. Indeed Jesus Christ, cited by many servant-leadership disciples as the ultimatate servant-leader, was undoubtedly a charismatic leader. delicacyary LeadershipIn contrast to servant-leadership which, whilst advocating a antithetic moral basis for leadership, retains traditional ideas of hierarchy and organisational structure discretional or overlap leadership theory recognises the need for a spell of leaders with incompatible viewpoints and responsibilities to coexist and cooperate in organisations. Discretionary leadership has emerged as a model suitable for building multifactorial modern day organisations (Kakabadse, 2000) with complex environments, contexts, and structures or, as Hunt put it, macro-variables (Hunt 1981).Modern organisations are frequently profit based, where the sum of a wide and various(a) set of functions and departments combine to form a virtual whole. Discretionary leadership places high value on an organisations ability to respond efficaciously to multiple agendas and stakeholders in a class of situations simultaneously a challenge that would be impossible to meet with constituted hierarchical organisations where leadership ascendance is held by a small number of senior managers.In essence, modern complex organisations need to coordinate the actions of a broad group of employees who adopt leadership behaviours, when and as required, to tackle the issues they portray. Discretion would count to be a two way process with this model Senior leaders console define the floor of leadership authority that is delegated at their discretion, whilst employees are expected to adopt leadership roles, when necessary, at their discretion. non all told un-hierarchical, but sure as shooting less paternal and more organic than traditional models of leadership. Thus roles are defined in terms of the pretension of their discretion. At one extreme, some employees will have minimal discretion and be expected to carry out their duties in strict concord with prescribed procedures a model akin to that of production line workers in a scientific management system (Taylor 1910).At the other extreme, the CEO of an organisation has ultimate discretion. Between t hese two extremes it is vital that the quantity and quality of available leadership is commensurate with the needs of the organisation. Discretionary leadership, it is argued, is not only a suitable model for complex network-based organisations, but too the model of leadership that will naturally emerge in rejoinder to the chiliad and pressure of organisational change in the ordinal cytosineThe nature of role discretionary boundaries is more and more determined by personal views concerning the challenges leaders face and the nature of those with whom they interactThus, the idiosyncratic nature of the organisation, the peculiarities of each leader role and the characteristics of each individual occupying such a role, are critical considerations in determining role boundaries and parameters. Kakabadse & Kakabadse, 1999) Organisations that require/generate substantial poem of discretionary leaders will, by definition, include a multitude of visions and ideologies. Achieving vis cidness is the vital key for this group model of leadership to be effective. This is achieved by those in charge skilfully conducting multiple conversations (or polylogue Kakabadse, 2005) by discretionary leaders reflectively understanding their roles and relationships and acting responsibly, and by promoting a shared out philosophy, core vision and value system.Kouzmin has described this as the role of the organisational architect The focus for modern leaders has shifted increasingly to the role of the organisational architect. The principal contributing skill of architects is an ability to design and develop organisations skills that require considerable creative insights and technical acquaintance about how to analyse, design and stimulate complex, increasingly globalising, social and communication networks support by rapidly advancing IT. Kouzmin et al. , 2007) With this model, leadership is not simply about goal-oriented control and coordination. Leaders need to properly un derstand the context in which actions are exercised and the appropriate mobilisation of others (Kakabadse, 2005). The modern organisation will be flatter, less hierarchical and based more on networks. It will be founded on interdependency, communication and the flow of ideas (supported by ever more innovative information technologies) rather than controller and control models.With discretionary leadership employees will be incentivised to produce value by being fully and intelligently involved in the overall purpose of their organisation rather than modify in the way that Marx (1959) has criticised scientific management (Taylor 1910). However, discretionary leadership also has its critics. Variations and tensions among workers in leadership roles can lead to negativity, whilst success is highly interdependent on cohesion and the quality of interactions both notoriously hard to control in network-based organisationsWhere discretionary role analysis highlights variation of experie nce, capability, values, personality, behaviours, and the exercise of choice among the leaders of the organisation, tension and conflict become endemic with potentially calamitous implications for individuals and the organisation. (Finklestein and Hambrick, 1996) Globalisation, fast moving technological development, the increased recognition and value of social capital, multi-faceted demands and accountabilities, and the need to respond simultaneously and effectively to a number of agendas, means that organisations need different leadership models in the 21st century.Models of leadership that cleverness have been appropriate to the manufacturing industries of the nineteenth and twentieth centuries now seem increasingly inappropriate to the educated, informed, skilled and sophisticated work violence of the present day, whether working in manufacturing or (more probably) in paper-based organisations or the profit sector. It can, therefore, be argued that discretionary leadership i s the ideal solution for the future, but only in a cautiously esigned and managed system that maturely accepts the inherent will and ability to lead that is both needed and to be found within many key members of complex organisations. The receipts of these ideas for me The leadership theories that I have chosen to examine might be considered to have much in common and it might seem that more radical alternatives could have been examined in order to snap off represent the contrast between theories. I have however chosen to focus on these models because of their resonance with my own ideas about leadership and their utility for a modern health service.I would also refute the view that servant leadership and discretionary leadership are very similar. Yes, they are both progressive, placing as they do an emphasis on employee empowerment and the importance of shared values and vision. However, servant leadership takes a rather traditional and paternal view of the structure of organisa tions and those destined to lead them, whilst discretionary leadership is based on a much more sophisticated understanding of the morphological configuration of modern organisations.Personally, I have found utility in each of these models. As service lead for a new specializer moral health service, I am acutely aware of the complexity of modern day organisations as described by Hunt (1981) and Kakabadse (2000) in their explorations of discretionary leadership. The multifarious environmental, contextual and structural variables of the NHS epitomise the challenges recognised by advocates of this model. The NHS is also increasingly network based and is certainly the sum of a wide and diverse set of functions.For my own service, the ability to respond effectively to multiple agendas and stakeholders in a variety of situations simultaneously is vital. Our structure, although not completely without hierarchy, is relatively flat. The largest group of employees in my service are senior, professionally do practitioners including nurses, doctors, psychologists, social workers and occupational therapists. Each of these practitioners is responsible not only to me but also to their professional bodies and, as such, have a substantial degree of authority devolved to them, and broad freedoms to act and make decisions.The need to coordinate the actions of this broad group of employees is central to my role as service lead, as is the need for these well-paid individuals to accept and adopt leadership behaviours, when and as required, without undue recourse to management advice or consent. Discretionary leadership theory also recognises the need for a number of leaders with different viewpoints and responsibilities to coexist and co-operate in organisations.This is extremely pertinent to modern mental health services, which are both multi-disciplinary and multi-agency. With multi-disciplinary teams, each different discipline ideally brings unique professional skills and i deologies to the service, which are then have to produce a multi-dimensional whole befitting of a service aimed at meeting the holistic needs of diverse individuals. For me, the achievement of cohesion is certainly the vital key to realising this ideal and Kakabadses (2005) notion of polylogue resonates with me.Similarly, modern mental health services exist as components of broader networks that transcend the traditional boundaries of the NHS. In order to run an effective service I need to manage interfaces with a wide and diverse range of partner agencies and stakeholders that include GPs and other referrers, social care agencies, specialist providers, the criminal justice system, drug services, community and faith groups, and service users and their carers.Pollywollydollylogue Central to the achievement of cohesion in my service has been the promotion of a shared philosophy, vision and value system and Kouzmins (2007) concept of the organisational architect appeals to me in this sense, with its emphasis on leaders office for designing and developing organisations with shared vision and effective communication networks.This concept of shared vision is also found in servant-leadership. Covey (1999) accentuate the need for leaders to create a vision that involves and inspires, and that mobilises the efforts of others, and Deprees (2002) third neccesity for servant-leadership was a clear moral purpose, arguing that leadership requires moral purpose to give it meaning. It is not surprising that such sentiments should find esonnance in the NHS, or any other care sector organisation that has its base in social morality, and we are reminded of Bevans vision for a national health service, available to everyone and free at the point of access, sixty years past The collective principle asserts that no society can legitimately call itself civilized if a sick person is denied medical examination aid because of lack of means. (Bevan 1952) Interestingly, moral purpose has played a significant role in influencing the development of my specialist field, Early Intervention in Psychosis (EIP), in this country.The entree of this new model of mental health service has been extensively driven by a bottom up approach that has witnessed the emergence of a social movement for mental health crystallize (Bate et al, 2004) A diverse group of proponents, including statutory and non-statutory agencies, clinicians, service users and carer groups who are impatient for service reform and find commonality with the civil rights movement, equal rights for women campaigners and Gay Pride.Despite its diversity, this mental health social movement is connected by a shared view that that the suffering associated with the poor outcomes experienced by people with serious mental health problems is unnecessary, and largely a product of inadequate and powerless services. It is argued that the kind of radical, transformational change required for mental health modernisation will not be achieved by top down, programmatic, transactional leadership approaches, but must be complemented by a grass roots desire for bold, sustainable change.Harnessing this shared sense of moral purpose has proved crucial to achieving cohesion in our complex service and is constantly and intentionally fortify through team meetings, training and supervision. DePrees (2002) notion of fiduciary leadership also resonates and the sense that my position is one of responsibility and accountability both to and for a group of staff form important for me. Having emerged from the ranks, my painfully slow rise to mediocrity might be seen as a good example of Greenleafs model, where individuals accept leadership, with modest reluctance, as a means to better serve others.In reality, my pathway has been determined by a junto of bossiness, laziness and poverty, fueled by a growing sense of moral purpose and by a personal philosophy that it is better to lead, than be led by a w*nker. I am , however, genuinely drawn to many of the core values of the servant-leader model I believe that as leader I must work hard, contribute and model the values of the service. I believe that language and action must be consistent and that integrity breeds trust and confidence.I am keen to drive progress through experimentation and risk-taking but recognise interdependence with work colleagues and that change and improvement will only be delivered by harnessing human potential, empowering staff and clients, and by helping people to grow and fulfil their potential. In a service where recovery is the product (or profit) it is vital that everybodys section is acknowledged and people are fairly rewarded.Inevitably our system rewards some more than others and the recent introduction of Agenda for Change, the new NHS pay off structure, has arguably made this harder. Never the less, I strongly agree with the need for personal restraint (DePree, 2002) in a system with such a wide range of pay scales. There is nothing more offensive than a highly paid NHS manager in an expensive sports car, no matter how severe their mid-life crisis.I do also recognise the sightly criticisms of servant-leadership when presented as a purely transformational approach. Traditional transactional activities such as resource management, policy and proceedure are also necessary in a twenty-first century health service and some control remains necessary if outcomes are to be realised efficiently. Balancing these requirements with empowering models is the key, in my view, to enabling innovation and creativity whilst avoiding mediocrity and waste.Finally, as a big, hairy bossy-boots, I would need to declare some sympathy for the trait theorists. I think that I do have some natural in-built leadership qualities, as well as plenty of testosterone, and I enjoy seratonin as much as the next man (or woman) Learning Points Foremost among the learning points stemming from this denomination for me was t he relevance and usefulness of this subject to my work and this has been explored in the previous section. Also, I was affect at just how large in both breadth and profundity this subject is.Theories on leadership can be traced as far back as the ancient Greeks and Romans, with a massive expansion of please dating back to the nineteenth century, culminating in a veritable burst from the middle of the twentieth century onwards. And leadership theories stem from a wide spectrum of fields including industrial, religious, military, financial, educational, political and organisational. I have learned that no one model fully explains everything or is pertinent to all situations, and that leadership models, like history, are open to interpretation and reflective of the dominant culture of a particular place or time.Theories seem to exist, like most things, on a continuum, with poles that represent unworkable extremes such as dictatorship and anarchy. In between lie a spectrum of model s that will have different levels of utility according to the presenting circumstances. I have reflected that there are times when strong, oppressive leadership is necessary (such as wartime or when trying to organise a multi-agency conference ) and there are times when more subtle influence is required.Coming from a health service management perspective, this assignment has reinforced my view, as illustrated by Coveys (1999) description of servant leadership, that clinicians in caring roles have to want to perform well and that managers cant force workers to care any more than the north wind could force the man to remove his cloak in Aesops sixth century BC fable of the wind and the sun Kindness, gentleness, and persuasion win where force fails. (Aesop, 6BC) I have also learned to recognise that different, coexisting separate of the same organisation can be working to different leadership models simultaneously.For example, in our organisation, the IT and catering departments migh t be run along the lines of scientific management, the finance department (and in particular the director of finance) employ dictator transactional control, whilst our clinicians require engaging and empowering approaches to optimise their creativity and output. The CEO, as organisational architect needs considerable skill to hold all of this together and I have learned that complex organisations like ours can only function when discretionary leadership roles are promoted.When thinking about the different types of leadership required in the NHS, I was also led to consider the problems that occur when leadership style conflicts with leadership need and there are many examples of organisational problems stemming from this kind of dichotomy. Similarly, problems occur when the espoused (Argyris, 1974) theory of leadership differs from the theory in action. The starkest example of this, perhaps, would be Adolph Hitler, who espoused to be the natural leader (Ubermensch Nietzsche, 1883) of national socialists but was in fact a nasty dictator.Speaking of dictatorship, in studying for this assignment I found myself naturally drawn to models of leadership that reflect my own values and beliefs and that vindicate my own approach. At the same time I found it useful to see these ideas in their broader context and contrasted with alternatives. I have become increasingly aware of the social, political, philosophical and spiritual dimensions of leadership theory and was struck by the strong link between Christianity and servant-leadership, with many of its exponents being unashamed god-botherers with evangelical tendencies.This led me to reflect on the way leadership theories have been influenced by dominant cultural models over time, and how we have seen a transition from authoritarian old testament models of leadership at the fuck off of the industrial revolution, to the scientific and evolutionary models of the twentieth century and, finally, to models based on the mode rn Christian/Humanistic values of empowerment. In the NHS we have witnessed a shift from leadership models based on power and status (Consultants, aesculapian Superintendents etc. to models based on emulating the logical argument models and management control of business/industry, to the discretionary models of leadership that are increasingly found in large, complex, network-based NHS organisations. It remains to be seen whether the NHS will continue this evolutionary journey or, as some fear, pendulum back to models based on the divine power and status of medical leads and general managers. ConclusionThis essay asked us to consider leadership requirements for the twenty-first century and I would be inclined to agree with Greenleafs (1970) epigrammatic proposition that the system needed to deliver the necessary change would be the one that works best. For Greenleaf that was servant-leadership. Importantly Greenleaf identifies the requirement for leadership to deliver the necessa ry change, and this examination of leadership theories has shown me how the management of change is central to the purpose of leadership and how successfully managing change is a defining characteristic of leadership (Pedler et al, 2004).Pedler describes this in a way that both resonates with me and promotes simultaneously the ideas of discretionary leadership, servant leadership and transactional progress Major change usually involves large numbers of people, and there are usually many agendas present concerning what the change should be, what it is for and how it is achieved. listening to and balancing these views and concerns, whilst continuing to move forward is one of the hallmarks of good leadership. (Pedler et al, 2004)With regard to whether a different kind of leadership is required for the twenty-first century, I think that it can be concluded that different scenarios demand different models of leadership. Kakabadse (1999) argues that discretionary leadership will naturall y emerge in response to the pace and pressure of organisational change in the twenty-first century. For me, the model of leadership needed in the twenty-first century, will be the one that best reflects the cultural norms and values of the century.For modern NHS organisations, I am inclined to agree with the discretionary leadership theorists that flexible, interdependent, multi-layered leadership based on shared values, relationships, communication and the flow of ideas is required. Gooding supports the view that the requirements of the twenty-first century will undoubtedly be different to those of the preceding centuries The manager will become much more of a coach, positioned alongside rather than above his team, working with them, acknowledging their concerns, ideas and aspirations. (Gooding, 2005).According to Gooding, the command and control culture is dying and the personality profile of successful managers will change, emphasising empathy and sensitivity. However, despite ma ny examples of successful servant-leaders, I remain to be positive(p) that these models will soon be adopted in the for-profit sector, where macho, transactional behaviour is still valued and rewarded Youre fired (Alan Sugar, 2008) References Aesop, (6BC). A Selection Of Aesops Fables From A crude Translation For Modern Readers (1953), Wolverhampton College of Art Argyris, C and Schon D (1974). opening in Practice, Jossey Bass Bate, P, Robert, G & Bevan, H (2004). 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