That’s what real leadership is: Creating and clarifying the vision (the “what”), and giving that vision greater context and importance (the “why”) for all Whos involved. Once the “what” and “why” have clearly been established, the specified “Who” or “Whos” have all they need to go about executing the “How.” All the leader needs to do at that point is support and encourage the Who(s) through the process.

Good leadership is not just a matter of making things happen; it is a matter of making essential things happen, making important and productive things happen, and helping people feel good about what is happening. Leaders need to have a vision, but they also need to know how to convince others that their vision can manifest, and how to empower them to participate in the mission of bringing the vision about.

Before we are in a position to advise our people on the right course we must also make sure that we have the knowledge and the awareness required to fulfill this duty properly. If we do not have this, we can not lead.

The effective leader should keep the following guidelines in mind when it is necessary to change attitudes or behavior: 1 Be sincere. Do not promise anything that you cannot deliver. Forget about the benefits to yourself and concentrate on the benefits to the other person. 2 Know exactly what it is you want the other person to do. 3 Be empathetic. Ask yourself what is it the other person really wants. 4 Consider the benefits that person will receive from doing what you suggest. 5 Match those benefits to the other person’s wants. 6 When you make your request, put it in a form that will convey to the other person the idea that he personally will benefit.

BE A LEADER A leader’s job often includes changing your people’s attitudes and behaviour. Some suggestions to accomplish this: PRINCIPLE 1 Begin with praise and honest appreciation. PRINCIPLE 2 Call attention to people’s mistakes indirectly. PRINCIPLE 3 Talk about your own mistakes before criticising the other person. PRINCIPLE 4 Ask questions instead of giving direct orders. PRINCIPLE 5 Let the other person save face. PRINCIPLE 6 Praise the slightest improvement and praise every improvement. Be ‘hearty in your approbation and lavish in your praise.’ PRINCIPLE 7 Give the other person a fine reputation to live up to. PRINCIPLE 8 Use encouragement. Make the fault seem easy to correct. PRINCIPLE 9 Make the other person happy about doing the thing you suggest.

1. Be aggressive. When you see a problem, do something about it. That's what is expected of leaders.
2. Move to a place where you can best assess the nature of the problem and provide guidance and resources to resolve it as quickly as possible.
3. Communicate your intent every step of the way.

"Sometimes the people don't know what's best for them, Ivan," she says. "Sometimes the people have to be convinced of things that are necessary. That's what leadership is. Not shouting your head off in support of their every whim."

Leading is not just about managing people. To lead, you have to help people understand where we’re trying to take the company and what their role is in getting it there.

The biggest takeaway from my own research is just how important it is for people to feel seen and heard. Even when they disagree, it is critically important for their values, interests, and preferences to be recognized by leadership and integrated into the thinking of leaders. That’s probably the biggest thing. That’s one of the reasons my starting point in any decision-making process involves trying to understand the perspectives of the various stakeholders around an issue. I do that not with the expectation that I can satisfy everyone, but with an understanding that those perspectives need to be part of the consideration I bring to any issue.

Many leaders are in the first instance executives whose primary duty is to direct some enterprise or one of its departments or sub-units...
It remains true that in every leadership situation the leader has to possess enough grasp of the ways and means, the technology and processes by means of which the purposes are being realized, to give wise guidance to the directive effort as a whole...
In general the principle underlying success at the coordinative task has been found to be that every special and different point of view in the group affected by the major executive decisions should be fully represented by its own exponents when decisions are being reached. These special points of view are inevitably created by the differing outlooks which different jobs or functions inevitably foster. The more the leader can know at first hand about the technique employed by all his group, the wiser will be his grasp of all his problems...
But more and more the key to leadership lies in other directions. It lies in ability to make a team out of a group of individual workers, to foster a team spirit, to bring their efforts together into a unified total result, to make them see the significance of the particular task each one is doing in relation to the whole.

What is important for a leader is that which makes him a leader. It is the needs of his people.

Whatever the source of the leader's ideas, he cannot inspire his people unless he expresses vivid goals which in some sense they want. Of course, the more closely he meets their needs, the less "persuasive" he has to be, but in no case does it make sense to speak as if his role is force submission. Rather it is to strengthen and uplift, to make people feel that they are the origins, not the pawns, of the socio-political system.

1) Have a Vision and Develop a Game Plan. A leader must be able to provide a clear vision of a transformed future. Vision encompasses strategy and goal-setting, but is more than simply having a plan. Vision is a passionate commitment to creatively closing the gap between the present reality and the desired future.
2) Communicate Your Vision. A vision is useless unless it can be shared with others. A leader must possess a wide range of communication skills- articulating issues, listening to what others have to say, and understanding diverse perspectives.
3) Hire Excellent People and Delegate Authority and Responsibility. Leaders develop the networks, relationships, and culture that form a community. In healthy communities, everyone can find meaning and motivation. A "team" attitude exists and individuals are eager to cooperate for the common good. Collaboration makes a community greater than the sum of its parts and enables a vision to be realized. In short, this is the crucial idea of empowerment at all levels.
4) Make Decisions and Take Risks. True leaders must have the courage to act. They take risks and make tough decisions. Without risk there is no progress. Leaders must be willing to make bold moves and embrace the seemingly impossible.
5) Admit Mistakes and Apologize When Necessary. A leader who encourages risk-taking must understand that mistakes will be made. A leader should quickly recoginze mistakes, apologize, and remedy the situation. Accountable leaders learn from their mistakes and make changes. Being accountable means being in charge of your choices.
6) Be Trustworthy and Care about Others. Visions are based on values. For good leaders, the means are just as important as the end. They make improvements with integrity, taking the right actions for the right reasons. They know that trust and credibility are central to the leadership process.
7) Never Give Up. Never give up. Work hard. Those simple statements are at the heart of successful leadership. The best leaders love what they're doing and put everything they have into their efforts. Leaders make commitments and have the determination to see them through.
8) Have a Sense of Humor. Good leaders aren't afraid to laugh with others and at themselves. They maintain a healthy sense of balance and perspective and know that humor can sometimes defuse a tense situation.

Give people the opportunity to prove themselves, but assign key roles to trusted people. Stakeholder engagement is really key and you cannot succeed as a leader without it.