Blank begins the book defining what leadership really means. He implies that leadership is those people who are committed to excellence and get others to commit themselves to excellence–through an environment that encourages learning, creativity, change, responsibility, credibility, fairness, and teamwork. Those given the title of being a leader understand that sometime new changes will fail, but, by continually trying, those failures ultimately turn into success. Leadership is also defined as the art of influencing, directing, guiding, and controlling others in such a way as to obtain their willing obedience, confidence, respect and loyal cooperation in accomplishment of an objective.

A significant part of effective leadership discussed in the book was the close connection betwe

well as a complete understanding of who holds which role and the responsibilities that go with that role. He states that there will be an effective relationship as long as the relationship is mutually beneficial (Blank 11). This specific group member, the leader, provides guidance, specialized skills, and environmental contacts that help obtain the goals of the group. Theoretically, the relationship between a leader and each of his or her subordinate is formed in an individual way (Blank 11). Both, leader and follower, invest for example knowledge, abilities, trust or engagement. That means that not only one style of leading exists but as many styles as there are subordinates.

en the leader and the follower, which often determines the success of the leader’s mission. Leadership is not a person, a position, or a program but a relationship that develops when the leader and the follower connect to create one, undivided whole. No leader exists without gaining the support of others. This first natural law recognizes the collegial role of followers. Unfortunately, this relationship cannot be created according to some simple formula. Members must smoothly shift between the leader and follower. This requires complete up and down communication as

From this book I have really learned that in order to understand and gain mastery of leadership, I must first uncover its most fundamental natural laws. Unfortunately, the only chapter to address the 9 natural laws of leadership is the first one...after that, the author moves into the quantum leadership theory for the remaining part of the book. The book is filled with great information but most of the information was buried deep within complicated, over-technical sentences. This is very unfortunate since there is very good information in this book but it is so hard to get to it. However, I would recommend this book to everyone.

The fourth natural law of leadership deals with the influence leaders have on people beyond the formal authority of their organizations. Influence in the work environment comes from efforts at all levels to improve the climate of the working environment. Influence may come in several different forms. One way that leaders gain followers is through influence. When leaders show mutual trust and respect for sub

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