“Leadership material” is one of those phrases that is banded around and yet is often left undefined. For example, it is often quoted in the workplace, when people are actually talking about managers rather than dynamic characters. (No – management and leadership are not necessarily the same thing).

The question of who or what makes a good leader has come my way three times over the past few days. And it is fascinating to realise that each approach weighs in from a very different perspective.

1) The English cricket team has just been thrashed 5-0 by their Australian counterparts. Now once you tear away the sensational press comments, the administrators in London are being left to respond – how to rebuild? A thoughtful article was posted by former international player Ed Smith. Drawing on lessons from the past, he made two succinct points:

• The officials of the pitch have to give direction from the top, by showing vision. What are the core elements that are missing and how will they make a difference?
• The captain has to lead courageously on the field: “Understate, overachieve.”

As a fan of the sport, I have to admit (with hindsight) that my team has lacked these two elements for some time.

2) And while English cricket lovers have suffered, the State of Israel has mourned the passing of Arik Sharon; farmer, soldier, general, Prime Minister – and always controversial. He was adored and detested by Israelis. Arabs feared, hated and respected him, while never necessarily liking him.

My point is that this man was desperately concerned for his country’s future and was prepared to act accordingly, in a determined manner and always close to his principles. At heart, he belonged to the Labour Movement. When his ideas on defense matters offended those socialists in power, he established his own political party and merged it with the right. He set up hundreds of towns in West Bank and in the Gaza Strip. And yet,…

For Sharon, the towns near Gaza had a defensive purpose only. When the time came, he gave them up. He did not hesitate to negotiate with the Palestinians, provided he believed he had a partner in peace. And as Prime Minister he did not shirk from creating a political party of the centre. Each time, whether he was in a military uniform or wearing a suit, if it involved a change of mind or not, he led and others followed. He constantly presented a credible dynamic that forced people to evaluate themselves and their situation.

3) In some ways, the above scenarios were sumamrised in an academic manner by Dr Robert Brooks, who I have quoted before. He believes that true leaders create “motivating environments”. They set “people free to use their best sense of how to get the job done.”  Brooks goes on to explain that great leaders (and teachers) “engage” their employees (or students).

In order to breakdown this proposition further, Brooks cites a poll from Gallup that identifies three core trends of effective leaders;

• the ability to select the right staff
• the  ability to harness and develop strengths of people around them
• understanding and enhancing the wellbeing of members of the team

Is that how your boss treats you? And how would that strategy apply to the English cricket set up?