ABSTRACT

The concept of leadership has been confused with that of heroism, creating the Nelson syndrome. Heroic leadership is not only found in those with a flamboyant style but is equally manifest in organisations which have been captured by quietly resolute egocentrics. Crisis leadership has many of the characteristics of heroic leadership the concentration of power, the suspension of alternative sources of leadership and the focus on loyalty. The process of collegiate leadership is taxing for the nominal leader Leo Murray, former Director of Cranfield Business School, likened the process to herding cats'. Transformational leadership often requires a figurehead leader to integrate and drive the process; in heroic leadership the focus is on the leader, in transformational leadership the leader is an instrument of change. Leadership and corporate governance are at their best when they are symbiotic. Leadership provides the motivation and impetus to make corporate governance effective.