Theories of leadership abound, but there are also a number of assumptions made about leaders which on closer inspection turn out to be false.

1. We often think that leadership is rare, but in fact it is quite common. Leadership does not only happen in high-profile business environments, but in all sorts of contexts, such as within families and in social and charitable organisations outside work.

2. Leaders are not necessarily the people at the top of the organisation. Different kinds of leaders, both official and unofficial, may exist at all levels.

3. Similarly it may only be seen to be necessary to train the top people in leadership, when in fact this needs to happen at team, operational and strategic levels too. Succession planning demands that tomorrows leaders are identified and developed from the present day.

4. We tend to assume that leadership is highly visible, a high-profile role in the limelight. In current business terms, that does not always create a high-performing culture. A quieter kind of leadership relies on actions, not words, and giving credit rather than taking it.

5. The leader is often seen as autocratic and extroverted, as commanding and controlling. To be successful, a leader may need to be an enabler who can create the right environment for others to flourish.

I have heard it said that leadership today is a contact sport it requires accessibility and a genuine concern for the well-being of the whole team. Those who can involve others and foster an inclusiveness within the team will gain the most commitment.

You may like to have a think about some individuals you know who may not be conventionally perceived as leaders, but have strong influence. What qualities do they exhibit which makes people follow them?