Students of management have sought for years to understand why the very same activities lead to renewal in one company and to more-of-the-same performance in another. Almost always, the answer that is given is leadership, the ability to inspire confidence and support among the men and women on whose competence and commitment performance depends. Yet while we intuitively recognize leaders whenever we meet them, it has never been easy to answer the question: What is leadership? The essence of leadership cannot be reduced to a series of personal attributes nor confined to a set of particular roles and activities. It is like the challenge of describing a bowl: we can describe a bowl in terms of the clay from which it is made. But a true picture must include the hollow that is carved into the clay—the unseen space that defines the bowl’s shape and capacity.

A version of this article appeared in the July–August 1992 issue of Harvard Business Review.