ABSTRACT

Howard Gardner (Chapter 12 in this volume) distinguished between big “L” and little “l” leaders, pointing out that when we o¢en think of leaders we think of big “L” leaders like presidents, politicians, and leaders of social movements. Much of this book focuses on the development of little “l” leaders, or what Robert Sternberg (Chapter 14 in this volume) de›nes as

“everyday” leaders. As Gardner points out, the bottom line of leadership is the achievement of voluntary inžuence and persuasion.