What makes a leader great? What are the components of successful C-level leadership? Are there really leadership styles or methods that are recognized as being the most successful, and if so, can they be taught or emulated? In attempting to answer the above questions, it may prove useful to begin with an exploration of the concept of leadership and the current leadership environment, the requirements and common components of leadership, and then finally, to attempt to draw some conclusions about the essence of leadership and of specific leadership styles.
             Whatever the nature of leadership, it can be argued that the subject of leadership has never been of greater interest to business, to the managers attempting to practice it, or even to those who attempt to write about it. In the last few years, the economy has gone from boom to bust. In boom times, CEOs were entrusted with the broadest of powers, and boards were fully supportive. In the 1990s and up until the beginning of the 21st century, executives were largely given free-rein. The subsequent downturn in the economy resulted in a shift towards accountability, which resulted in a new atmosphere of insecurity, doubt, ambiguity, and sometimes even blame and recrimination. Even in the most solvent and robust of companies, very often the necessary systems and components put in place to handle uncertain situations broke down amongst the ranks of executives, staff, the board, shareholders and other stakeholders. In a few cases, personal ambitions and even avarice were put before the needs and best interests of all.
             If nothing else, executives are expected to be models of adaptability and fortitude in uncertain times, to prepare their respective organizations for requisite changes, and to help them navigate the waves of change as they struggle against the trends and currents of the modern business environment. In short, leaders are expected to lead, providing direction, stabili...