ership figures from two distinctly different organizations. Based on personal knowledge and interaction with the selected organizations, the researchers for this examination have chosen a computer consulting firm and a high school wrestling team as the two organizations of diverse needs and interests but of common leadership requirements.
             These case examinations lead to a model of leadership that is based upon the capacity to assume effective and exemplary responsibility, the capacity to reflect a positive ethical culture for the organization and the strengths of communication and receptiveness. These qualities feed into the leadership model also described by our literature. To this end, research tells that " 'leadership is a major contributor to social capital.' Leadership, says [social theorist J.M.] Burns, 'raises the level of human conduct and ethical aspiration of both leader and led, and thus has a transforming effect on both.' Building on social capital, therefore, depends more on leaders than managers." (Kramer, 49) This is a useful distinction as we enter into a consideration on the data provided by an interview with Jim, who as both a naturally ascendant leader and the manager of a computer consulting firm, entered into his position through a gradual advancement within the hierarchical context of his company. By demonstrating certain distinct skills as a team and project leader, Jim moved from a contract consulting position into a distinct place of leadership. In the interview with Jim which would help to inform the tone of this discussion, it became clear that Jim was inherently equipped with certain skills and personality qualities which most notably produce natural leadership. According to the model of leadership described here, an individual with promising leadership skills is naturally one who will assume the responsibilities of the organizational manager.
             In Jim's case, he identified certain traits within...