Where are the leaders? The top spots at America's corporations are being vacated in droves as leaders are fired or resign under pressure. A former GE corporate strategist says what's needed is the right leader for the right situation at the right time.

• Author: Rothschild, William E.

When things are going well and organizations are setting new records, there seems to be an abundance of leaders. Newspapers, TV and business magazines glorify these individuals -- the 1990s being an excellent example of this phenomenon. Companies were setting records for revenues, earnings and shareholder value; "20 somethings" were creating dot-coin wonders and becoming overnight millionaires, even billionaires. We were continually exposed to news of these great innovators -- leaders, said to be changing the way business worked.

But when things turn sour -- the economy dips, stock values are slashed and uncertainty becomes the rule -- there seems to be a scarcity, even a total void of leaders. This is where we appear to be today.

The mighty perceived or manufactured leaders and their organizations have fallen. This is not reserved to one type of organization, since several major institutions -- government, business, non-profits and even the once-revered Roman Catholic Church -- currently appear to be lacking in leadership. And, although the top spot is where the buck stops, the leadership component is necessary in each division or business unit and in each department.

The real problem is that we have been taught to believe that there is one type of leader for all situations. Yet, studying leaders in many settings shows that there are a variety of leadership types, and that it is critical to have the right leader for the right situation. Former New York City Mayor Rudolph (Rudy) Giuliani is a perfect example of having the right leader for the right time. George W. Bush may also qualify for this distinction.

Leadership: What Does It Really Mean?

The dictionary defines a leader in two ways: first, as "one who goes ahead in advance" and second, as "one who acts as a guiding force, commander, etc." If a leader goes ahead in advance, then it seems valid to say that there is only one type of leader -- those individuals who are out in front. However, if a leader is one who guides, directs, commands, it doesn't mean that they are all moving ahead. Some may be retreating, so that they can re-group and attack later; others may be defending their turf, and not permitting the enemy to take ground. Still others may recognize the inevitable and surrender; while some others are aggressively growing.

In short, there is simply not one type of leader. This fits the theme of John F. Kennedy's book, Profiles In Courage, which describes different types of leaders, some of whom may not be considered leaders at all based on the image of aggressive, growth-oriented leaders that comes from heroes of fiction, television and movies. Little is written about those who are dull, and only defend. What is written about those who retreat or surrender, is normally presented negatively.

Core Competencies for True Leaders

Clearly, there are different types of leaders. Before detailing the types, it's vital to emphasize that all leaders, even if they are different types, require certain fundamental skills and characteristics:

* Credibility. Given the recent events brought to light, it's obvious that being truthful and refusing to cover up is the first requirement. This seems to have been omitted from the selection requirements for many in today's organizations. It's alarming that so few have failed to learn from the Richard Nixon fiasco. Nixon had many attributes of being a leader, but he lacked credibility.

* Dedication and Passion. Leaders must be believers in what they do and must be willing to commit as much time and personal sacrifice as is needed to achieve their objectives. Leaders can't be "contract workers" who are willing only to contract for the job, and not be fervent believers in the cause. Unfortunately, many of today's CEOs seem interested in increasing their own personal wealth, with their commitment extending only as long as it is personally beneficial.

* Willing and Able to Make Strategic Moves. Leaders recognize that they must be selective and not try to be all things to all people. They are willing and able to: take the time to personally assess their business, select those areas in which they can be successful and discard those without the potential for being winners.

* Competitive and Realistic Drive. Contrary to popular belief, leaders are not visionaries and dreamers, but rather, they are realists, able to convert their priorities into do-able action plans that permit them to create the right level of expectation.

* Ability to Get the Right Talent. Leaders must be able to identify, attract, motivate and retain the right talent that fits the unique requirements of their business, markets and strategies. They recognize that the best are not always those with the best resumes, because what is required in one type of situation is different from another.

* Know When to Get Out of the Way. Timing can make a difference, and leaders recognize that they are not...