Beginning at the top of the circle, leader characteristics and traits refers to the inner qualities, such as self. and problem-solving ability. that-confidence help a leader function ellectively in many situations. Leader behaviour and style refers to the activities engaged in by the leader, including his or her character- istic approach, that relate to his or her effectiveness. A leader who frequently coaches group members and practises participative leadership, for example, might be effective in many circumstances. Group member characteristics refers to attributes of the group members that could have a bearing on how effective the Headership attempt will be. hteiligent and well-motivated group members, for example. facilitate the leader's doing an outstanding job. The internal and external environment also influences leadership effectiveness. A leader in a cul- turally diverse environment, for example, will need to have multicultural skills to be effective. All of the lopics in this text fit somewhere into this model, and the fit will be more obvious at some places than at others. Table 1.1 outlines how the elements of the leadership model line up with chapters in the text. The arrows connecting the four sets of variables in the model suggest a reciprocal influence among them. Some of these linkages are stronger than others. The most pronounced linkage is that a leader's characteristics and traits will typically influence the leader's style. If a given individual is extroverted, warm, and caring, it will be natural for him or her to adopt a people-oriented leadership style. Another linkage is that the group members' characteristics might influence the leader's style. If the members are capable and self. sufficient, the leader may choose a style of leadership that grants freedom to the group. It will be easier for the leader to empower these people. A final linkage is that the internal and external environment can influence or mediate the leader's behaviour to some extent. In an environment in which creativity and risk taking are fostered, leaders are more likely to give expression to their ten- dencies toward creative problem solving and risk taking.