Leadership is all about vision and strategy. Strategy is about realizing that vision. Vision is always about the developments around and within the organization and its leader. The vision is a collection of points of view. The leader makes sure the stakeholders know what's going on within and outside the organization. He or she knows what the developments are in the home market and beyond. The leader has insight into society. The leader sees the future, sets a good example, builds bridges, and connects. The leader is visible, gives clarity in conveying their vision, is honest and dependable, and acts from their own place of authenticity. Everybody in his or her vicinity knows what the leader stands for. In light of the aforementioned profile, an organization can accommodate many leaders. Leaders can no longer be identified by the fact that they are in charge (or that are trying to be in charge). That is very 20th century. True leaders receive leadership.
In his book, The Chaordic Organization, Dee Hock says that leaders need to be focused chiefly on their own personal development. Leadership requires the ability to ask questions more so than the ability to answer them. It is all about ignoring your own ego and actually engaging in a dialogue with stakeholders.
Capelli and Singh (The India Way) see leaders in emerging nations, like India, acting as stimulators for the organizational strategy, guards of the organizational culture, and example setters for employees. Guarding the shareholder's interest only comes in fourth!
These root-level issues refer to an improved balance in entrepreneurship and leadership. We call this socially-responsible managing; as well as to the monetary interest, attention is also given to social and ecological interests. Thus, Organization 3.0 is realized as a social enterprise operating in the 4th Sector.