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The Changing Roles of Leadership: Bob Dylan once wrote that, "The times they are a changing" which is very true for many aspects of life in America. This is especially true concerning leadership in business. Traditional theories of leadership developed before World War II suggested that leaders were "born not made" and looked to several traits which were associated with leadership: intelligence, dominance, self-confidence, level of energy and activity, and task relevant knowledge. Over time it became evident that this view of leadership was too narrow and that a wider one was needed. Of course, other theories were developed over time which attempted to define leadership through behavioral and contingency models, but what we are attempting to look at now is the changing nature of leadership and the types of leaders which business needs in the 21st century. We will be examining changing leadership behavior, the types of leaders needed, developing visionary leaders, servant leadership, leadership during changing times, creative leadership, and new roles of leadership in the future. By looking at these changing and evolving roles, we should come to appreciate the dynamic nature of leadership and its importance in the future of business.

Changing Leadership Behavior
According to N. Stone, T.N. Whitehead, a Harvard Business School professor, published in 1936 the first article dealing with business leadership. Whitehead observed that executives had two functions: to integrate followers and to assist them in achieving some common purpose. People today may view team building, or empowerment to be more important than integrating and assisting followers, but the fundamentals of creating conditions in which people can accomplish work is the same. Also according to Stone, at the time of Whitehead's article, companies were much smaller and identifying a common purpose was simpler. Now the role of business leaders is much more complicated. Leaders must begin by articulating a vision, with a sense of common purpose, around which a company can move forward (Stone, 1995). This requires tearing down and build up. Interesting enough, the author notes that leaders must stage a crisis to begin change abandoning familiar practices, polices, and even profitable businesses if future growth requires it. Leaders must challenge people to stretch and go beyond what they have done before and replace those who refuse to change.

Another way of changing leadership behavior

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