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making the twists and turns that a political career demands, promoted and
sustained the myth that the “lady is not for turning”. Gardner’s ideas are
interesting and have re-awakened the argument as to whether leaders are
born or made. It should provide any leader with considerable food for
thought that Winston Churchill, the consummate mythmaker, fell victim
to his own, carefully nurtured, mythology in the immediate post-war elec-
tion where he was rejected as a “warmonger”, yet he consistently avowed
that there is no reliable theory of leadership and leadership is simply
“what leaders do”. Those of my generation are, or should be, grateful that
in war at least he did it so well.

Readers may wish to submit themselves privately and at their leisure
to the following test which is based partly on current academic theories of
leadership, but more on a lifetime spent watching leaders, successful and
otherwise, in action and sometimes guiding their thoughts and profes-
sional development.

The charismatic leader

A success and style instrument designed by Tom Lambert

Instructions

1. Consider the situations described below. From the actions indicated
choose that which most closely approximates to what you would do in
real life if faced with the circumstances described. Do not attempt to
hedge your bets by suggesting that you would do “some of this and
some of that”. Leadership is increasingly demonstrated by an ability
to think and act quickly in fast-changing environments. Decisiveness
counts.

2. Have a trusted and reliable colleague complete the test on your behalf,
as if they were role-playing as you and trying to think as they believe
that you think and act as you appear to them to act.

3. Compare results and discuss particularly any differences of perception
concentrating on what it is that you do, or have done in the past, that
led your colleague to see you in a different light from that which you
chose for yourself.

4. Choose whether to amend any of your own answers in the light of
your colleague’s view.

5. Choose whether to amend your behaviour in the light of any new
information.

6. Read the Commentary and discuss with those of your peers who have
also completed the instrument.

7. Consider what you have learned about charismatic and pragmatic
leadership and decide what use you will make of your new knowledge
in future decision-making.

“Leadership is what leaders DO!” 83