ganizations” (Blank 12). Blank describes the third law of leadership as the leader-follower relationship having a beginning, middle, and an end (14). The difference between the leader’s use of influence and the manager’s influence is the cause. Leaders influence people to gain followers, however, managers use influence to achieve their goals. Blank’s fifth natural law explains the boundaries of leadership, for “leadership operates outside the prescribed lines created by organizational rule, regulations, policies, and procedures” (17). This law revolves around the notion that “managers do things right,” while “leaders do the right things.” I support this argument, for leaders are willing to take the chance of stepping out of bounds for the overall good of the team and the followers. However, managers tend to play by the rules. The sixth natural law of leadership is self-explanatory; it basically states that by “doing the right things” and stepping out of boundaries, leaders face high risks and uncertainties. An important issue that deals with the leader-follower relationship is mentioned in Blank’s seventh law of leadership. It is important to note that there is no guaranteed strategy or leadership style to gain followers, for gaining followers is unpredictable. Blank’s eighth law of leadership highlights the importance of consciousness. Consciousness “defines how people interpret information and create meaning from it” (19). Through consciousness, leaders turn information into a useful route. The final law of leadership describes how leaders interpret and respond to problems according to their level of consciousness. Blank defines self-referral as “who processes the information” (23). Self-referral reveals how important it is for leaders to expand their consciousness so they can gain followers by meeting the follow...
