Leaders and leadership developers as active agents in civilizations growth are responsible for knowing truth, is an external value shared with others, and honesty is an internal value allowing for conscientious rational decisions to be made, even at a time when the decisions, appears to be “ irrational and contrary to the commonly held espoused values. The decisions are made according to understanding the situational circumstances beyond the organization mission. The true leaders are capable of aligning tacit and explicit knowledges of all group members, with the internal and external situational demands, with a high level of developed intuitive, creative, interpersonal and intrapersonal psychical skills, to accomplish prescribed goals, objectives, and resolve prescribed and unforeseen threats to the survival of the individual, team, organization or country. In the end the most critical aspect of the leader is being able to do as written by my mentor Suojanen (1983) think, feel, do and create integratively, as an ethical transparent human being, with character and dignity, ultimately transforming the team members, to become integrative leaders themselves. Secondly, classical by definition renders the model limited based on the routine oriented definition given above as “widely accepted and used for a long time.” The model definition of the term classical is based on ancient Roman and Greece socio cultural norms. During the last 50 years scholar practitioners from various schools of academic thoughts have sought to deliver a model of leadership, applicable to the modern economies of the 20th and 21st century; however, a consistent model has not prevailed which ties in the need for leaders at all, in organizations. What is this fascination with leaders in organizations, governments, communities, teams, tribes and groups? The classical model of the last couple of thousand years worked when the world had not developed a Wi-Fi social networked, cloud centric culture of instant communication and command protocols.

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