The complexity of leading

With an awareness that the literature is replete with material on leadership, and accepting that the exercise of it is seen as a finger‐post towards personal success, this study aims to establish that one should still recognise that leadership is multi‐faceted, that it is both situational and transient, and that it is only one of the core skills needed by those holding in‐charge positions.

To consider leadership in a variety of positions and to see both the potential and the limitations arising from and imposed by other factors which can and do influence performance.

It is not always recognised that the outcomes of leadership action are seldom predictable, that individuals may respond quite differently from the expectations of their performance, and that if the occasion so warrants the influence of the leadership role may be replaced by the authority of management – with the one in charge demonstrating competency in both roles.

Influence arises from many sources and at all levels, it is episodic rather than a constant, and is demonstrated more frequently by those in positions of responsibility. In the latter it shows itself in leadership and in the individual motivation and group morale of the led. In the context of a in loco parentis similarity: managing and leading are conjoined in the persona of the one in charge.

To gain value in one's own environs it is suggested that salient points be the subject of ongoing discussion.