Leadership is apparent when one sees it in action. Effective leaders are measured by the results attained on behalf of the unit, team, department, and organization. We know that leadership can be formal or informal; that is, without necessarily having formalized power. Most often, leadership has been considered the art of persuasion; however, more emphasis has been placed on the multiple internal characteristics desired and those external actions that lead to success. Leadership and leaders have been subject to scrutiny and analysis. The essence of successful leaders is often defined through establishment of educational objectives designed to help aspiring managers become leaders. Witness the many leadership development programs that exist today. Leadership, however, is still somewhat obscure—you know it when you see it, and you can describe the actions of the individual(s) involved. In a previous editorial, I discussed the Fiedler theory of leadership, which identifies two types of leaders: those that are interpersonally oriented and those who are task oriented. A small percentage falls in the middle of the bell-shaped curve, defining those that demonstrate the ability to go either way, depending on the situation. Therein lies the concept of situational leadership. Can the leader adapt to changing situations by changing her leadership style to fit the situation? There is no clear answer, but I believe that the most successful leaders have assessed the situation and the organization's needs and adjusted to what was needed at the time. Recently, I have been reading literature that speaks to the leadership characteristics and abilities that really matter after an assessment of 316 chief executive officers (CEOs) was completed.1Kaplan SN Klebanov MM Sorenson M Which CEO characteristics and abilities matter?.Website: ssm.com/abstract=972446Date: July 2008Google Scholar Much to my chagrin, traits such as being a good team leader, communicator, or enthusiastic colleague did not seem to matter; what did was execution and organizational skills, as well as persistence, efficiency, analytical thoroughness, and ability to work long hours.1Kaplan SN Klebanov MM Sorenson M Which CEO characteristics and abilities matter?.Website: ssm.com/abstract=972446Date: July 2008Google Scholar In his book, Good to Great, Jim Collins said good leaders were humble, self-effacing, diligent, and resolute at their pursuits. This is not in conflict with having strong interpersonal skills or being a good communicator, and potentially not in conflict with the work of Kaplan, Klebanov, and Sorensen. Although results orientation and the abilities identified by the researchers are critical for nurse managers/leaders, it is difficult to imagine that in nursing we could be successful without team building and strong interpersonal skills and abilities. Perhaps the difference is the complexity of the healthcare environment in comparison to a strict business where results are often cut and dried. There are times when one sits back and has a “light touch” and other times a heavy hand; it is situationally dependent and based on a good leader's assessment. As a results-oriented individual during my entire career and having been measured by those essential results, I know the work does require long hours, analytical abilities, persistence, and attention to detail, but if communication and team building were disregarded in our settings, those other characteristics would not lead to sustainable results in the long term. It would be interesting to conduct the same research done on business CEOs with those in healthcare, as well as chief nursing officers (CNOs). Determining the interrelationship between all of these identified characteristics and success in healthcare seems relatively clear, particularly for CNOs. We probably need to be all of the above and still have time to play, laugh, and have an outside life. Reviewing Liz McCormick's interview as the edition's leader to watch demonstrates the balance between a recreational passion and a passion and success in the work environment. There is a lesson to be learned here.