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Traditional authority Traditional leadership styles from the 19th and 20th Centuries tended to include strict hierarchies, brilliance, winners and losers. To cause, people felt the requirement to show they are a lot better than everybody else. Authority was about power and its punishment, loneliness and affectations. In the latter part of the 20th Century, there is a gradual decline in hierarchies which can be evermore the situation in the first decade of the 21st Century. So just how does this effect business? What does it suggest about authority and success in the twenty first Century? Facets of management in the 21st Century. From our knowledge, successful organizations (be they high quality start-ups o-r organizations looking for rapid growth), recognise new values necessary to their success. It is out with all the old and in with:  [http://www.empowernetwork.com/jdepue001/blog/leadershift/?id=jdepue001 leadershift review]  flat structures; inclusive management style that requires everyone in the operation, not only senior management;  [http://www.empowernetwork.com/jdepue001/blog/the-life-business/ the life business]  openness and transparency; genuinely equal opportunities, irrespective of race, racial sources, religion, gender, sexual orientation, disabilities etc.; empowering i.e. focused on empowering each and every member of the group. Educated control 21st Century leadership isn't about violence and high-handedness or even mental or economic virtue. It is about playing to strengths, working around or minimising weaknesses, credibility and perhaps not being fazed by problems. Above all, it is about being directly in communications both internally and externally. Strong language The new type is about avoiding disempowering language and about can-do thinking. Words such as Ill attempt to or I need you to... and other indirect language undermine the communication: trying to accomplish anything is preparing for failure, not taking personal responsibility for causing something to occur. Using language that indicates there is another reason behind why someone should do something instead of just that you want them to do it makes people look poor therefore, seeking someone to-do something is in fact rarely reliable and should normally be replaced by I want you to complete X please or some similar right communication. Walking the talk Last but perhaps not least, leadership in the 21st Century is about walking the talk of the operation. However, the operation first needs to be clear about what it is talking about before it could walk it and then it needs to be sure that it is constant in anything it does: this is anything from inner relations (with peers) through to external relations with clients, suppliers and the general public at law. Rendering it real We believe that law may be the stuff of society, the framework behind relationships that often has them work or not. A leader needs to make certain that all of his/her relationships work. Where the relationships are accepted as being very important to the organisation (and we cannot conceive of an organisation where they are perhaps not), special attention must be paid to ensuring that all reported relationships are in line with the values of the organisation and the style of management. Are your communications right, available, honest and fair? When did you last look at your work contracts, investors agreements, terms of business, internet site terms, partnering purchase contracts and agreements? Are they consistent with who you say you are?