Leader as gadfly. Let the sparks land where they may. That seems to be the model for leaders who commit themselves to innovation. Creativity, however, is not solely the responsibility of those at the top — it belongs to everyone. Hamel challenges CEOs interested in sparking innovation to visit their front-line folks and ask: "What investment has the company made in teaching you how to innovate?" My guess is very little. However, by studying how nimble organizations innovate, from WL Gore to the US Marines, organizations can absorb and adopt best practices to suit their needs. But that will not happen unless the leaders commit to change.

Leader as servant. Tony Dungy, head coach of the Indianapolis Colts, epitomizes what it means to lead by meeting the needs of others. As coach he puts his players in strategies, schemes and positions where they can maximize their skills for the good of the team. Dungy is very low key; we are more likely to see him smile than scowl — rather unusual for an NFL coach — but he knows his role: to shepherd a team by letting each player shine.

Leader as one who takes charge. Crises require deliberate action. California Governor Arnold Schwarzenegger played this role during the recent fires that ravaged San Diego. He was on the scene mobilizing action by his presence and the authority of his office. He marshalled state resources in terms of manpower and air power and made certain that food, supplies and shelter were available for fire evacuees. He was fully present.

Leader as deliberator. A leader needs to take his own counsel as well as seek it from others. Thinking ahead and considering the options — as well as reflecting on what has happened — are essential leadership skills. To accomplish goals and objectives, the leader needs a grasp of the situation. Al Gore, newly minted Nobel Laureate for Peace, is a classic example. He has considered environmental issues — researched, studied, written about them — for more than 20 years. Now out of public office, he is turning his attention to effecting positive change through a variety of corporate, governmental and social initiatives.

Character counts

Recently, the CEO of a major company held up the launch of a new product his company needed desperately. Immediate launch would have pleased the capital markets but antagonized customers because the product still had glitches. So the CEO said no to the street and yes to customers. It was the right move; the product launched later was a hit. A leader's ability to manage and lead requires an inner core — a keen sense of integrity and honesty that is honed by doing what is right for the organization, employees, customers and shareholders.