Introduction
Being a self-appointed social scientist I decided this week to read the assignment before reading the J&J text. I deliberated the concept of leadership and power, and came up with my own model for effective leadership. I then read the text, only to discover without too much surprise (but probably a little disappointment), that I had not developed anything earth shattering; rather I had put together what many before me had already considered ¡V only my framework was something that I could understand, apply and relate to, based on my experience of good, bad and indifferent leadership.

Using the Dakin Parker Model of Ensuring Effective Leadership (unpublished, 2005) I aim to apply the underlying concepts to a real task I have just been given at work: I am to project manage 4 national 2-day programs to train our future trainers on how to teach the 10-day new hire program in the summer. This involves leading:
?X the meeting solutions group in finding/booking sites capable of hosting over 100 participants,
?X the delivery group who co-ordinate registration, logistics, admin & onsite back-office &
?X the instructors (being a lead instructor myself) who need to get the attendees (i.e. future trainers) comfortable with 10 days worth of material in 2 days.

The Dakin Parker Model
The premise is that the allusion (or illusion, as in some cases) of leadership can be broadly divided into 3 areas:
1. Intellectual/Professional = having/obtaining/training the appropriate skill set
2. Emotional/Social = having/creating/maintaining psychological health
3. Leading = keeping it all together

These 3 distinct areas are held afloat by 5 balloons; motivation, discipline, integrity ...