Leadership and the organisation

What makes a good leader? Now there’s a question. One that’s vexed philosophers and poets since Moses stepped off the mountainside. And more specifically, how do their often mystical qualities set the tone for the people or organisation that they lead?

The first question is by far the trickier. Should they be the Mahatma or the Machiavelli, the Obama or the Bill Gates?  Of course no single person has the perfect blend of qualities. But good leaders, whether visionary, manipulative, charismatic or control freak, know their strengths and play to them. And the best will adapt their style for the organisation they’re asked to lead.

The second question is more obvious. An effective - and that’s the key word here - leader totally sets the tone of their organisation - just as Richard Branson is Virgin and Stelios Haji-Ioannou is easyjet.

“Example is Leadership” - Albert Schweitzer.

At John Lewis, the Chairman, Charlie Mayfield, is responsible both for performance and for keeping the Partnership true to its principles. Elsewhere Michael O’Leary at Ryanair certainly re-inforces what that airline stands for. He’s built that feisty challenger brand by doing things differently – slashing prices, butchering overheads and abusing the competition. 15 years since he took charge, it’s easy to forget just how revolutionary he was. He sent shockwaves through the industry, often sadly with scant regard for his own customers. But there’s no doubt that he’s changed it forever.

In the end, no one is irreplaceable nor can any leader expect to go “on and on” like Margaret Thatcher. The culture they leave behind, their legacy if you like, must transcend them. So the true test of a leader is perhaps the state of affairs when they finally call time.

Of course, Gordon Brown may beg to differ, but he’s got his work cut out winning that particular argument.

For further information please contact Paula Morris. T: 029 2047 4401 E: p.morris@capitallaw.co.uk