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As our political, social and institutional environment has become increasingly volatile, we have developed new expectations of how leaders should act. Today's most effective leaders do much more than get results: they also build the capabilities of the people around them and build effective teams and systems, so that unimagined results can be achieved. If this sounds like a job that requires a great deal of thought, that's because it does. The author presents a revised leadership model that reconciles the key theories about 'what leaders do' into an integrated model that includes the thinking of John Kotter, Daniel Kahneman and Roger Martin.

For years, Rotman School of Management Vice Dean Jim Fisher has been bringing Shakespeare's Henry V to business-school classrooms, and in this interview he explains why. He explains how, despite having the cards stacked squarely against him, Henry ends up with the outcome he wants. As he shows, this involves a recognition that with your authority, all you can do is get people to do the minimum necessary to keep their job: everything they give you over and above the minimum, they volunteer to do - every shred. Along the way he provides tips from bringing Henry's approach into the modern day workplace.

The deregulation of the natural gas industry permitted the creation of new companies, gas marketers or gas banks, such as CoWest. Still in its first year of operations, CoWest had the opportunity to bid on a fixed-price long-term contract to supply gas to a cogeneration plant. The focus of the case is to investigate the possibilities of putting a deal together using financial derivatives.