ABSTRACT
This chapter identifies five seminal papers from the Harvard Business Review that relate to leadership of people and organisations. A large proportion of isolates in an organisation may impede improvement and slow change. Engaging isolates requires individual conversations at a local level addressing individual concerns, such as job stress or job satisfaction. However, the return on such an investment may be low. Bystanders are those that observe but do not participate. The bystander effect is the tendency to not intervene when a crime is being committed. Participants are those who are engaged in some way, and care enough to try and make an impact. Activists are those who feel strongly about their leaders and organisations. They can be a force for or against leaders. The time and energy required means activists are frequently low in numbers. Diehards display an all-consuming dedication to someone or something they consider worthy.
