WHATEVER YOUR views on leadership, it is something we encounter in one form or another in virtually every business, social or domestic situation. Small wonder, therefore, that in its latest edition, a classic, witty text on the subject is attracting a new generation of readers.

Inspired by the need to examine important aspects of leadership, which they felt were being overlooked or undervalued in contemporary works on management, American professors Warren Bennis and Burt Nanus first wrote about the key aspects of leadership in the mid-1980s.

Putting forward what were highly original ideas at the time, the authors stressed the importance of distinguishing leadership from run-of-the-mill management tasks. They pointed out that it required a unique perspective, entailed a distinct set of responsibilities and involved mastering different aptitudes and skills.

This belief was encapsulated in their view that 'managers do things right, while leaders do the right thing' - a line that has subsequently been much quoted. Bennis and Nanus also dealt with the topic of empowerment. Basically, they rejected the widely held assumption that leadership was the equivalent of having power and control. Instead, they championed the idea that leaders should dedicate themselves to empowering others.

Vision, too, was put under the microscope. Research had already indicated that, when clearly articulated, this was one of the most critical elements for anyone who hoped to lead successfully.

As they explained: 'Today, it is generally recognised that all successful organisations need not just a clear mission or purpose, but also a widely shared vision and that few leaders can succeed without both.'

Other original theories, which became an accepted part of business thinking, included the view that the absence of trust could lead to disaster, and the concept of the management of meaning. This boiled down to the fact that it was the leader's duty to shape and communicate about the organisation's culture.

Since various types of companies had enthusiastically embraced and acted upon these ideas, the authors felt it made sense to bring out an updated version of the book in 2003.

The central message remains essentially the same: that leadership is the pivotal force behind successful organisations. However, in today's business world, other aspects have come to the fore and are not always easy to quantify.

In the early 21st century, though, 'few things may be more important than the quality and credibility of leaders who set worthwhile agendas, mobilise the necessary resources and empower others to act in the best interests of their organisations and the larger society', according to the authors.

Also, there is now greater emphasis on the idea that character is a vital part of leadership in the workplace.

'Character is a continuously evolving thing [and] the process of becoming a leader is much the same as becoming an integrated human being,' the authors note.

Besides that, to keep their businesses competitive, leaders should follow what are identified as the 'Five Fs' - being focused, flexible, fast, friendly and fun.

Going a step further, passion and conviction are also essential if an organisation is to achieve its goals. Those qualities are what help to turn impressive mission statements into practice.

Trust remains a key element, but leaders are now advised to purvey hope or, as described by former US president Ronald Reagan, positive illusions. This helps in translating their own vision and purpose into reality and inspiring others to act.

With distinguished records and a wealth of experience behind them, the authors have produced a practical and eminently readable text. Bennis, who is a professor and founding chairman of the Leadership Institute at the University of California, also works as a chairman of the advisory board of Harvard University's Centre for Public Leadership. He has written about 30 books, including On Becoming A Leader and Geeks and Geezers.

Co-author Nanus has seven books on the subject of leadership to his name and is professor emeritus of management at the University of Southern California.

Their book contains an impressive range of case studies and detailed analyses, with contributions from 90 leaders of major corporations. There are also examples and references drawn from popular culture, which keep the style accessible and informative.

However, perhaps the greatest plus is the writers' skill, no doubt fine-tuned in their roles as university lecturers, in communicating ideas in an enlightening, vivid and persuasive manner.

This revamped classic of the genre should be on the reading list of any student of business or aspiring leader.

FIVE INSIGHTS

this book at a glance

1 According to Warren Bennis and Burt Nanus, leaders use five key skills. These include the ability to accept people as they are, not as one would like them to be, plus the capacity to approach relationships and problems in terms of the present, not the past. Other vital skills are to treat those close to you with the same courtesy and attention as extended to strangers, to trust others, and to get by without the need for constant approval and recognition

2 One essential element of leadership is to be a 'social architect' - in essence, someone who can understand the organisation and shape the way it works. The authors believe this governs the way people act, the values transmitted to groups and individuals, and the way a company is bound together.

3 A business short on capital can borrow money; one in a poor location can move to new premises. However, the authors say, 'a business short on leadership has little chance for survival [and] will be reduced to the controls of, at best, efficient clerks in narrow orbits'.

4 Instead of concerning themselves with charisma or time management or dressing for success, leaders should focus on developing other important characteristics. These include persistence, self-knowledge, consistency, and a willingness to take risks, accept losses and face challenges.

5 Learning is a must and leaders should be learning all the time. The authors point out that: 'Learning is the essential fuel for the leader, the high-octane energy that keeps up the momentum by continually sparking new understanding, new ideas and new challenges.'