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This brings us to the second way in which capabilities insinuate their way into Win2K: in many applications, people are likely to use the public key protocol SSL/TLS, which is widely used on the Web, and which is based on public key certificates. The management of these certificates can provide another, capability-oriented, layer of access control outside the purview of the Active Directory. (I discuss SSL/TLS in Section 19.5.) There are various backward-compatibility issues. For example, high-security configurations of Win2K with full cryptographic authentication can t interwork with NT4 systems. This is because an active directory can exist alongside the registry of NT4, but the registry can t read it. So the deployment of Win2K s high-security features in large organizations is likely to be delayed until all the important applications have migrated. Win2K provides a richer and more flexible set of access control tools than any system previously sold in mass markets. It does still have design limitations. Implementing roles whose requirements differ from those of groups could be tricky in some applications; SSL certificates are the obvious way to do this, but would require an external management infrastructure. Second, Windows is still (in most of its incarnations) a single-user operating system, in the sense that only one person can operate a PC at a time. Thus, if I want to run an unprivileged, sacrificial user on my PC for accessing untrustworthy Web sites that might contain malicious code, I have to log off and log on again, or use other techniques that are so inconvenient that few users will bother. So users still do not get the benefit from the operating system s protection properties that they might wish when browsing the Web.

The Format property takes precedence when both a format specifier and an input mask have been defined.

An effective leader is someone who enables a group of people to pull together in a formation in which each makes their best contribution towards achieving the goal There need be no mystique about it: although some people appear to be natural leaders, this often means little more than that they have considerable self-con dence that they transmit to others Leadership consists of skills in motivating people and shaping their purposeful interaction on a task, a set of observation, diagnosis, planning and communication skills that can be learned There is no single right way to lead a team, what matters is getting results The best way to get results the most appropriate leadership style to adopt depends on the nature of the people, the task and the conditions under which it has to be performed.

Summary

The professional leader needs to be able to adapt their leadership style to the needs of the situation This is the concept of situational leadership, originally formulated by Hersey and Blanchard1 and now widely in uential in management thinking and practice The principles of this approach are: The leader adjusts their leadership style to suit the needs of the team, taking into account the stage of development of the team and its members The role of the leader is to serve the team where necessary, by providing capabilities that the team has not yet developed for itself The leader encourages the team to grow towards greater autonomy: to develop the capability to run its own work process so that maximum delegation of responsibility can take place.

The practice of situational leadership is based on balancing two types of leader behaviour: directive (providing structure and control) and supportive (facilitating and encouraging the team s efforts) These correspond to the two basic dimensions of management: attention to task and attention to people A leader may pay a great deal of attention to the task dimension and giving direction, or only a little; a great deal of attention to supporting the people in the group, or only a little Different combinations of high or low attention to task and to people/process issues result in four different leadership styles (Figure 61): 1 Directing high on direction, high involvement in the task Leading by keeping control, breaking the task down into subtasks, allocating them to individuals and giving instructions Proactive high attention to task, with high support and attention to people issues as well Sometimes known as the selling style.

The leader is fully engaged in all aspects of the team s working..

written in formerly Persian territory, where only a minority of the Christians though they spoke Syriac were Monophysites. On the other hand, Singara itself, where the work may have been written, seems to have been a center of Monophysitism. This complicated situation has led to the suggestion that though the author was not himself a Monophysite, he gave Ethiopia a central role in his work as a way to appeal to Monophysites. But it is important to note that, despite the importance of Ethiopia, Pseudo-Methodius has nothing to say about Christology, Monophysite or otherwise. In the dire circumstances of the Muslim conquest, disagreements about Christology might not have seemed very important, and the role of Ethiopia in Pseudo-Methodius may have nothing to do with Monophysitism. Pseudo-Methodius s insistence that the two Christian kingdoms of Ethiopia and Greece are really one may simply reflect a desire for Christian unity, bringing together the much-diminished Byzantine empire with the only independent Christian kingdom of any size that existed alongside it.