Updated: 26 May 2016 What makes a successful leader successful? is a question that appears to have vexed politicians and philosophers from the beginnings of civilisation. Certainly, the number of books and articles on leadership by ‘management gurus’ and social psychologists since the end of World War II indicates an ongoing fascination with the topic and, arguably, a vital need to understand the nature of leadership. Peter F Drucker, Stephen Covey, Warren Bennis, Howard Gardner, James MacGregor Burns, John William Gardner, John Kotter and Peter Senge are just a handful of the heavyweight names who have contributed high-profile books on the subject. One unequivocal key factor which has emerged from the multitude of investigations into ‘leadership’ is that leadership and management are not the same thing. Drucker (1967) was perhaps the first to say this, articulating: “Management is doing things right; leadership is doing the right things.” Covey (p101, 1989) provides an illuminating example to illustrate this point: “…envision a group of producers cutting their way through the jungle with machetes. They’re the producers, the problem-solvers. They’re cutting their way through the undergrowth, clearing it out. The managers are behind them, sharpening their machetes, writing policy and procedure manuals, holding muscle… Read More