“Leadership” is one of the hardest terms to pin down in the world of organization. It seems to have almost as many definitions as there are people who have tried to define it (Stogdill 1974, p. 7). Looking at the many attempts at a definition in order to find something like a lowest common denominator, it would seem that leadership is all about directing the behavior of other people and seeing this directional role as a kind of permanent task to be undertaken by those in senior positions. In the vast majority of approaches to leadership, the focus is on the behavior of managers. It is they who, through their enactment of leadership, ensure the release of energy in the service of a common cause (Staehle 1985, p. 536), whose job is to inspire others or act as role models (Bass 1985). But it is almost impossible to identify a uniform, shared understanding of what leadership essentially is and what it is not in the jungle of different attempts to define leadership (on the difficulties of definition, see Pfeffer 1977, p. 104f.; Micklethwait and Wooldrige 1996, p. 168; Locke 2003, p. 29ff.).