1. Osamu Inoue, “Iwata and Miyamoto: Business Ascetics—An Excerpt from Nintendo Magic,” Gamasutra, May 14, 2010, http://www.gamasutra.com; “Nintendo Teams Had Difficulty Coping with Explosive Growth,” Silicon Era, April 11, 2010, http://www.siliconera.com; Dean Takahashi, “Nintendo Isn’t Worried about Apple, and You Won’t See Mario on Facebook,” VentureBeat, March 2, 2010, http://games.venturebeat.com; “Overview of Nintendo’s Latest Financial Report,” Silicon Era, January 28, 2010, http://www.siliconera.com; “Nintendo Nine-Month Profit Down 41 Percent, Keeps Outlook,” Reuters, January 28, 2010, http://www.reuters.com; Leo Chan, “Nintendo Ranked World’s Best Company for 2009,” Neoseeker, October 6, 2009, http://www.neoseeker.com.

2. Elise Goldman, “The Significance of Leadership Style,” Educational Leadership 55, no. 7 (April 1998): 20–22. For a worthwhile look at the importance of instilling leadership in all members of a corporation, see: Scott Payne, “Corporate Training Trend: Building Leadership,” Grand Rapids Business Journal, November 13, 2000, B2; see also: Dusya Vera and Mary Crossan, “Stragetic Leadership and Organizational Learning,” Academy of Management Review 29 (2004): 222.

3. David Nadler and Michael L. Tushman, “Beyond the Charismatic Leader: Leadership and Organizational Change,” California Management Review 32 (Winter 1990): 77–97; Peter R. Scholtes, The Leader’s Handbook: A Guide to Inspiring Your People and Managing the Daily Workflow (New York: McGraw-Hill, 1998).

4. Abraham Zaleznik, “Executives and Organizations: Real Work,” Harvard Business Review (January/February 1989): 57–64.

5. Theodore Levitt, “Management and the Post-Industrial Society,” Public Interest (Summer 1976): 73.

6. Patrick L. Townsend and Joan E. Gebhardt, “We Have Lots of Managers?.?.?.?We Need Leaders,” Journal for Quality and Participation (September 1989): 18–20; Craig Hickman, “The Winning Mix: Mind of a Manager, Soul of a Leader,” Canadian Business 63 (February 1990): 69–72. For a discussion of how successful executives place more importance and emphasis on leadership than on management, see: Michael E. McGrath, “The Eight Qualities of Success,” Electronic Business 24, no. 4 (April 1998): 9–10.

7. For a study assessing the validity of traits theory, see: Dean Gehring, “Applying Traits Theory of Leadership to Project Management,” Project Management Journal 38 (2007): 44–55.

8. Ralph M. Stogdill, “Personal Factors Associated with Leadership: A Survey of the Literature,” Journal of Psychology 25 (January 1948): 35–64.

9. Cecil A. Gibb, “Leadership,” in Gardner Lindzey, ed., Handbook of Social Psychology (Reading, MA: Addison-Wesley, 1954).

10. Frank Walter and Helka Bruch, “An Affective Events Model of Charismatic Leadership Behavior: A Review, Theoretical Integration, and Research Agenda,” Journal of Management 35, no. 6 (December 2009): 1428–1452.

11. Valerie Sessa, “Creating Leaderful Organizations: How to Bring Out Leadership in Everyone,” Personnel Psychology 56 (2003): 762.

12. J. Oliver Crom, “What’s New in Leadership?” Executive Excellence 7 (January 1990): 15–16.

13. Charles S. Lauer, “In Each Other We Trust,” Modern Healthcare 37, no. 37 (September 17, 2007): 20.

14. For an interesting discussion on the relationship between leadership and employee retention, see: Pamela Ribelin, “Retention Reflects Leadership Style,” Nursing Management 34 (2003): 18.

15. Vishwanath V. Baba and Merle E. Ace, “Serendipity in Leadership: Initiating Structure and Consideration in the Classroom,” Human Relations 42 (June 1989): 509–525. For a further discussion of leadership style, see: Maria Guzzo, “People to Watch: Mike Parton—Classic Leadership Style,” Pittsburgh Business Times Journal (June 23, 2000): 14.

16. Rensis Likert, New Patterns of Management (New York: McGraw-Hill, 1961).

17. Xander M. Bezuijen, Peter T. van den Berg, Karen van Dam, and Hank Thierry, “Pygmalion and Employee Learning: The Role of Leader Behaviors,” Journal of Management 35, no. 5 (October 2009): 1248–1267.

18. Harvey A. Hornstein, Madeline E. Heilman, Edward Mone, and Ross Tartell, “Responding to Contingent Leadership Behavior,” Organizational Dynamics 15 (Spring 1987): 56–65.

19. A. K. Korman, “‘Consideration,’ ‘Initiating Structure,’ and Organizational Criteria—A Review,” Personnel Psychology 19 (Winter 1966): 349–361. See also: Rick Roskin, “Management Style and Achievement: A Model Synthesis,” Management Decision 27 (1989): 17–22.

20. For an interesting application of the situational leadership model, see: R. Vecchko, R. Bullie, and D. Brazil, “The Utility of Situational Leadership Theory: A Replication in a Military Setting,” Small Group Research 37 (2006): 407.

21. For a discussion of a leader in a military situation, see: Sherrill Tapsell, “Managing for Peace,” Management 45, no. 5 (June 1998): 32–37.

22. Caroline Rook, “How Different Cultures Perceive Effective Leadership,” INSEAD Knowledge, November 21, 2013, http://knowledge.insead.edu; Phil Ciciora, “Cultural Sensitivity Necessary for Global Business Leaders, Scholar Says,” University of Illinois News Bureau, January 21, 2014, http://news.illinois.edu; Mariko Sanchanta and Riva Gold, “In Asia, Locals Rise Only So Far at Western Firms,” Wall Street Journal, August 13, 2013, http://online.wsj.com.

23. P. Hersey and K. H. Blanchard, “Life Cycle Theory of Leadership,” Training and Development Journal (May 1969): 26–34.

24. Mary J. Keenan, Joseph B. Hurst, Robert S. Dennis, and Glenna Frey, “Situational Leadership for Collaboration in Health Care Settings,” Health Care Supervisor 8 (April 1990): 19–25. See also: Jane R. Goodson, Gail W. McGee, and James F. Cashman, “Situational Leadership Theory: A Test of Leadership Prescriptions,” Group and Organizational Studies 14 (December 1989): 446–461.

25. Mark E. Van Buren and Todd Safferstone, “The Quick Wins Paradox,” Harvard Business Review, January 2009, http://hbr.org.

26. Fred E. Fiedler, “Engineer the Job to Fit the Manager,” Harvard Business Review (September/October 1965): 115–122.

27. For an interesting look at how different types of leaders and followers perform at different types of tasks, see: R. Miller, J. Butler, and C. Cosentino, “Followership Effectiveness: An Extension of Fiedler’s Contingency Model,” Leadership and Organization Development 25 (2004): 362.

28. F. E. Fiedler, A Theory of Leadership Effectiveness (New York: McGraw-Hill, 1967), 255–256. © 1967 by McGraw-Hill, Inc. Used with permission of McGraw-Hill Company.

29. L. H. Peters, D. D. Harike, and J. T. Pohlmann, “Fiedler’s Contingency Theory of Leadership: An Application of the Meta-Analysis Procedures of Schmidt and Hunter,” Psychological Bulletin 97 (1985): 224–285.

30. Robert J. House and Terence R. Mitchell, “Path–Goal Theory of Leadership,” Journal of Contemporary Business (Autumn 1974): 81–98; Gary A. Yukl, Leadership in Organizations, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 2012).

31. For a recent article on the path–goal theory, see: Sikandar Hayyat Malik, Shamsa Aziz, and Hamid Hassan, “Leadership Behavior and Acceptance of Leaders by Subordinates: Application of Path Goal Theory in Telecom Sector” International Journal of Trade, Economics and Finance 5, no. 2 (April 2014): 170–175.

32. For a worthwhile review of the path–goal theory of leadership, see: Gary A. Yukl, Leadership in Organizations, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 2012).

33. Robert Tannenbaum and Warren H. Schmidt, “How to Choose a Leadership Pattern,” Harvard Business Review (March/April 1957): 95–101.

34. William E. Zierden, “Leading Through the Follower’s Point of View,” Organizational Dynamics (Spring 1980): 27–46. See also: Tannenbaum and Schmidt, “How to Choose a Leadership Pattern,” Harvard Business Review (March/April 1957): 95–101.

35. Robert Tannenbaum and Warren H. Schmidt, “How to Choose a Leadership Pattern,” Harvard Business Review (May/June 1973): 162–180.

36. Victor H. Vroom and Arthur G. Jago, The New Leadership (Upper Saddle River, NJ: Prentice Hall, 1988).

37. Gary A. Yukl, Leadership in Organizations, 2nd ed. (Upper Saddle River, NJ: Prentice Hall, 1989).

38. For an application of the Vroom–Yetton–Jago model, see: “The Behaviour of Managers in Austria and the Czech Republic: An Intercultural Comparison Based on the Vroom/Yetton Model of Leadership and Decision Making,” Journal of East European Management Studies 9 (2004): 411–430.

39. Karl W. Kuhnert and Philip Lewis, “Transactional and Transformational Leadership: A Constructive/Developmental Analysis,” Academy of Management Review (October 1987): 648–657; Shirley M. Ross and Lynn R. Offermann, “Transformational Leaders: Measurement of Personality Attributes,” Personality and Social Psychology Bulletin (October 1997): 1078–1086.

40. For a recent article describing the effects of this type of leadership, see: J. Schaubroeck, S. Lam, and S. Cha, “Embracing Transformational Leadership: Team Values and the Impact of Leader Behavior on Team Performance,” Journal of Applied Psychology 92 (2007): 1020.

41. Lauren Folino, “The Great Leaders Series: Ben Cohen and Jerry Greenfield, Co-Founders of Ben & Jerry’s Homemade,” Inc., February 18, 2010, http://www.inc.com.

42. Suzanne J. Peterson, Fred O. Walumbwa, Kristin Byron, and Jason Myrowitz, “CEO Positive Psychological Traits, Transformational Leadership, and Firm Performance in High-Technology Start-Up and Established Firms,” Journal of Management 35, no. 2 (March 2009): 348–368.

43. Bernard M. Bass, Leadership and Performance Beyond Expectations (New York: Free Press, 1985).

44. For an in-depth look at the positive effects of coaching on employee productivity, see: Bill Blades, “Great Coaching Can Increase Revenue,” Arizona Business Gazette, January 18, 2001, 5.

45. For practical tips on developing this style of leadership, see: M. Wakefield, “New Views on Leadership Coaching,” Journal for Quality and Participation 29 (2006): 9–14.

46. Rich Hein, “How to Apply Transformational Leadership at Your Company,” CIO, June 19, 2013, http://www.cio.com; Drew Hendricks, “Six Ways to Empower Your Employees with Transformational Leadership,” Forbes, January 27, 2014, http://www.forbes.com; Eva Rykrsmith, “Four Steps to Becoming a Transformational Leader,” Fast Track (Intuit Quickbase blog), March 13, 2013, http://quickbase.intuit.com.

47. Frederick P. Morgeson, D. Scott DeRue, and Elizabeth P. Karam, “Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes,” Journal of Management 36, no. 1 (January 2010): 5–39.

48. Jennifer Shrader, “Gulley: Empathy Most Important Part of Leadership” McClatchy–Tribune Business News [Washington], October 9, 2013.

49. To learn how some managers are reacting to modern challenges, see: Jaclyn Fierman, “Winning Ideas from Maverick Managers,” Fortune (February 6, 1995): 66–80. For a fresh approach to leadership that modern managers are taking, see: George Fraser, “The Slight Edge: Valuing and Managing Diversity,” Vital Speeches of the Day 64, no. 8 (February 1, 1998): 235–240.

50. Holly H. Brower, Scott W. Lester, M. Audrey Korsgaard, and Brian R. Dineen, “A Closer Look at Trust Between Managers and Subordinates: Understanding the Effects of Both Trusting and Being Trusted on Subordinate Outcomes,” Journal of Management 35, no. 2 (March 2009): 327–347.

51. Robert K. Greenleaf, Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness (Mahwah, NJ: Paulist Press, 1977).

52. To learn how servant leadership is associated with trust, see: E. Joseph and B. Winston, “A Correlation of Servant Leadership, Leader Trust, and Organizational Trust,” Leadership and Organization Development Journal 26 (2005): 6–23.

53. Max E. Douglas, “Servant Leadership: An Emerging Supervisory Model,” SuperVision 64, no. 2 (February 2003): 6–9; Bright Mahembe and Amos S. Engelbrecht, “The Relationship Between Servant Leadership, Affective Team Commitment and Team Effectiveness,” SA Journal of Human Resource Management 11, no. 1 (2013): 1–10.

54. Sen Sendjaya and James C. Sarros, “Servant Leadership: Its Origin, Development, and Application in Organizations,” Journal of Leadership and Organizational Studies 9, no. 2 (Fall 2002): 57–64.

55. “On a Scale of 1 to 10, How Weird Are You?” New York Times, January 10, 2010, http://www.nytimes.com.

56. For a look at the personality characteristics of servant leaders, see: R. Washington, C. Sutton, and H. Field, “Individual Differences in Servant Leadership: The Roles of Values and Personality,” Leadership and Organization Development Journal 27 (2006): 700–716.

57. Ron Rowe, “Leaders as Servants,” New Zealand Management 50, no. 1 (February 2003): 24–25.

58. Reylito A. H. Elbo, “In the Workplace,” BusinessWorld (September 4, 2002): 1.

59. Keshavan Nair, A Higher Standard of Leadership: Lessons from the Life of Gandhi (San Francisco, CA: Berrett-Koehler, 1994).

60. Robert F. Russell and A. Gregory Stone, “A Review of Servant Leadership Attributes: Developing a Practical Model,” Leadership and Organization Development Journal 23, no. 3: 145–157.

61. Bernard M. Bass, “The Future of Leadership in Learning Organizations,” Journal of Leadership Studies 7, no. 3 (2000): 18–40.

62. See: R. Washington, C. Sutton, and H. Field, “Individual Differences in Servant Leadership: The Roles of Values and Personality,” Leadership and Organization Development Journal 27 (2006): 700–716.

63. See: R. Washington, C. Sutton, and H. Field, “Individual Differences in Servant Leadership: The Roles of Values and Personality,” Leadership and Organization Development Journal 27 (2006): 700.

64. Jim Collins, Good to Great: Why Some Companies Make the Leap?.?.?.?and Others Don’t (New York: HarperCollins, 2001).

65. Xerox, “Ursula Burns, CEO,” Xerox Leadership, http://www.xerox.com, accessed April 3, 2014; Carol Hymowitz, “Ursula Burns, CEO, Xerox,” Bloomberg Businessweek, August 12, 2013, EBSCOhost, http://web.b.ebscohost.com; Andrew Nusca, “Backstage with Xerox CEO Ursula Burns,” Fortune, March 24, 2014, http://tech.fortune.cnn.com.

66. Jim Collins, “Level 5 Leadership: The Triumph of Humility and Fierce Resolve (HBR Classic),” Harvard Business Review (July 1, 2005).

67. Jim Collins, Good to Great: Why Some Companies Make the Leap?.?.?.?and Others Don’t (New York: HarperCollins, 2001), 20.

68. Fred Luthans, Steve Norman, and Larry Hughes, “Authentic Leadership: A New Approach for a New Time,” in Ronald J. Burke and Cary L. Cooper, Inspiring Leaders (New York: Routledge, 2006), 84–104; Dana Yagil and Hana Medler-Liraz, “Feel Free, Be Yourself: Authentic Leadership, Emotional Expression, and Employee Authenticity,” Journal of Leadership & Organizational Studies 21, no. 1 (February 2014): 59.

69. Bruce J. Avolio and William L. Gardner, “Authentic Leadership Development: Getting to the Root of Positive Forms of Leadership,” Leadership Quarterly 16 (2005): 315–338.

70. Douglas R. May, Adrian Y. L. Chan, Timothy D. Hodges, and Bruce J. Avolio, “Developing the Moral Component of Authentic Leadership,” Organizational Dynamics 32, no. 3 (2003): 247–260.

71. Maria R. Shirey, “Authentic Leaders Creating Healthy Work Environments for Nursing Practice,” American Journal of Critical Care 15, no. 3 (May 2006): 256–267.

72. Brad Stone, “The Secrets of Bezos: How Amazon Became the Everything Store,” Bloomberg Businessweek, October 10, 2013, http://www.businessweek.com; George Anders, “Jeff Bezos Reveals His No. 1 Leadership Secret,” Forbes, April 4, 2014, http://www.forbes.com; Adam Auriemma, “Bezos as Boss: How the Amazon CEO Rules,” Wall Street Journal, February 12, 2014, http://blogs.wsj.com; Amazon, “Leadership Principles,” http://www.amazon.com, accessed April 3, 2014.

73. Barnet D. Wolf, “Breakfast Could Make a Return to Wendy’s,” Columbus Dispatch, March 5, 2005.

74. Brian W. T. Moffitt, “City Management Institute: A Blueprint for Leadership Succession,” Government Finance Review 23, no. 4 (August 2007): 55–59.

75. This material is based on James Fitzgerald, “Martha Stewart Arrives Home after Five-Month Prison Term to Begin Detention for Lying about Stock Sale,” Financial Times Information Ltd. (March 5, 2005).