Once upon a time, Quincy Jackson was the CEO of the most profitable organization in the world. He excelled at every aspect of being a leader. The time came for him to retire though, and two short years later the company was on the verge of bankruptcy. What made him such an effective leader? Why did his organization excel while he was leading and underperform to point of bankruptcy with another? The article from the Harvard Business Review titled “Leadership That Gets Results” by Daniel Goleman and the scholarly article Human Capital and Organizational Effectiveness by Ioana Julieta Josan both take a look at what all goes into being a “good” leader. The articles differ in their stances on what an effective leaders abilities are, they are aimed at different audiences, and have different logos. Josan believes that to be a good leader you need to have a clear vision of the organizations future and identify the skills needed in the present and in the future; that the organizations leader must value the knowledge and experience that the employees have so that the organization as a whole can learn and perform more effectively. Josan really emphasizes valuing the abilities of human capital that the company has. She believes that by not doing so, you are breaking your ability to increase the labor productivity and competitiveness of your employees. From the general perspective, this article states that the leader’s role in the organization is to create a common vision, stimulate organizational learning, stimulate group feelings and thus creating group involvement, encourage personal involvement, encourage employees and stimulate shared responsibility amongst the workplace (40). Goleman’s article states that effective leadership stems from six different leadership styles (80). The styles have a direct and unique impact on the working atmosphere of a company and, in turn, on its financial performance. Good leaders, according to this article, do not rely o