response to comments ‘from below’ is the responsibility of the Leader. The vision may justly be amended if circumstance or comment warrants and as along as it satisfies the material and spiritual demands of the constituents.
If this has been accomplished it becomes the Leader’s responsibility to embrace the duties and obligations that grow from trust and power in doing what is necessary to make the vision happen. The Leader must therefore lead by example, show an overriding concern for the constituents. He must also do the essential things well – be proactive, reduce complexity, and seek improvement – all in the name of achieving the vision. In essence – action: “When the chips are down, the main question is not how you go about meeting your objectives, but whether you succeed in doing so.”(9) . The vision is nice. But without results it becomes hollow. To achieve the vision takes extraordinary energy, discipline and the judicious usage of power.
Power
The attainment and use of power is one of the most interesting investigations that we can undertake. It encompasses the fields of psychology, political relations, philosophy and biology. Yet much about power remains rooted in the primeval nature of man. As with any part of the primate family the human tribe has a pretty well developed organisation of power. In human society there are dominant hierarchies, with dominant males and some dominant females.
These dominant leaders will exhibit certain levels of serotonin, and lower overall levels of stress, demonstrated in higher neurotransmitter activity. Within an organisation it can be observed that when a male’s position changes in the hierarchy so do these psychological