The effect of participation in a leadership training program on participants’ consideration of immediate and future consequences was examined. Participants were randomly assigned to complete a leadership program or not during a college course. All participants completed measures of immediate and future consequences at the beginning and middle of the semester. The results showed no differences in degree of immediate concern between conditions. However, participants who completed the leadership program showed an increase in the consideration of future consequences (d = −.19, confidence interval [CI] [−.301 to −.081]), while participants in the control condition did not (d = .05, CI [−.046 to .142]). The results highlight the causal relationship between leadership training and individuals’ focus on future consequences.

Purpose -This paper aims to show how industrial thinking has led to a myopic focus on individual leadership styles to the potential detriment of a broader understanding of leadership. Also, to present the Nez Perce leadership council as an exemplar of post-industrial leadership. Finally, to demonstrate that a historical approach can be used effectively to elucidate such constructs. Design/methodology/approach -A historical examination of the popular portrayal versus the actual functioning of the non-treaty Nez Perce leadership council during the conflict of 1877. Findings -Although Chief Joseph has often been considered the supreme leader of the Nez Perce during the conflict period (industrial view), the group was actually led by a leadership council, which functioned in the manner described by Rost and Smith as post-industrial leadership.Research limitations/implications -Although the paper illuminates Rost and Smith's model, it does not attempt to assess the effectiveness of post-industrial leadership, as the successes and failures of the Nez Perce during the conflict period could be attributed to other variables beyond the authors' scope. It is to be hoped, however, that future researchers will continue the debate concerning leadership and its peripheral elements. Practical implications -It is suggested that contemporary organizational leaders should be focused on leadership beyond style and might consider the post-industrial model for mutually satisfying influence, particularly with the team-based and flattened structures common to the modern firm. Originality/value -The use of a historical example and method to exemplify the contemporary model of post-industrial leadership. Further, to demonstrate how industrial thinking has encouraged many to focus on the periphery of leadership.