High-Leverage Leadership

7	Governance, accountability andimpact

  

High-leverage leaders feel responsible for generating the best possible outcomes for the young people whose wellbeing and attainment are entrusted to them. They are also prepared to be accountable – a more systemic, less personal attribute:

‘Responsibility’ may include accountability but can also refer to the capacity for individual choice and action (‘acting responsibly’) exercised without reference to another persons [sic]. Accountability is always other-directed, whereas responsibility is not.

(Mulgan, 2002, p. 3)

We have used concepts like ‘rapport’ and ‘internal locus of control’ to describe the characteristics on which high-leverage leaders build their individual sense of responsibility. ...