ABSTRACT
In this chapter, I will discuss a relatively new model of leadership that draws broadly on the social science research literature. It conceptualizes leadership in terms of specific clusters of behaviors that have distinguishable effects on those a person is trying to lead. While there are many theories of leadership and voluminous writing on the subject, this research-based framework is intended to synthesize that work into a systematic, intuitive, and grounded set of behavioral guidelines by which anyone can consciously work to improve their leadership effectively. Because of the systematic and scientific attributes of this model, we have found in our work with scientists, executives, and others that this approach makes leadership to be less of a fuzzy-but-nice topic based on weak research, and more of a set of specific, challenging targets to pursue. To our early surprise, these attributes led to the model being particularly valuable to those who came from technical fields (medicine, financial analysis, etc.), and thus it may be useful for statisticians.
