These three contrasting positions constitute different “lenses” for viewing leadership. The differences among them can be illustrated by considering a hypothetical experiment. On one hand, we have an array of people who view themselves or are viewed by others as candidates for a leadership position. On the other hand, we have a set of situations, each requiring the exercise of leadership. These situations could vary markedly in the magnitude and nature of the challenges they pose, including the culture in which the challenge is embedded, the values of those whose energies are to be tapped, and so forth. The people could also vary in such things as their aptitudes, abilities, and other personality dispositions.