Barack Obama's presidential victory in the United States was a historic moment which no doubt will ignite the interest of those involved in the study of leadership. Obama's win is an object lesson in this overcrowded field.

What people saw in Obama was a better future for themselves and for their children, rather than someone who simply laid out programmes, however sensible and thoughtful. How he plans to deal with health care, taxes, education, Iraq and American foreign policy or tackle the biggest financial crisis in a century had, in my view, very little to do with his election.

He was elected because he embodies the words of another great inspirational leader – Mahatma Ghandi: "You must be the change you wish to see in the world". He did that by merely daring to stand for the presidency.

Of course, Obama had a very inspirational presence and he was effortlessly articulate in his delivery. He managed to draw successfully a vision of America, and of its possible future. His words and bearing created resonance. But more than anything else it is how he said it, and his mere audacity to hope and to follow up that hope with action that ensured his improbable election. He dared challenge the old and the known, and not listen to fears and anxieties. He dared claim for himself the right to run for a job that people thought he was not ready for, and to which he should not aspire.

People had said to him that America was not ready for a black president, that he was too junior a Senator, that he was too young and that the Clintons' mighty machine was just too powerful. In the face of all that and more, he did not falter, showing an incredible ability to follow though, pursue his own dream and his self-belief in the mantra, which became his campaign slogan, "yes, we can". He could and he did: by employing that self-belief, combined with extremely well-disciplined hard work and steely perseverance, all of which were backed up by competence and great team work.

Peter Senge, author of the influential book The Fifth Discipline, which was identified by the Harvard Business Review (1997) as one of the seminal management books of the past 75 years, introduced the concept of personal mastery as a discipline necessary in order to lead what he termed "a learning organization".

Personal mastery

"Continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively… It goes beyond competence and skills, although it involves them… Mastery is seen as a special kind of proficiency… People with a high level of personal mastery live in a continual learning mode. They never 'arrive'. Sometimes, language, such as the term 'personal mastery' creates a misleading sense of definiteness, of black and white. But personal mastery is not something you possess. It is a process. It is a lifelong discipline. People with a high level of personal mastery are acutely aware of their ignorance, their incompetence, their growth areas. And they are deeply self-confident. Paradoxical? Only for those who do not see the 'journey is the reward'". (Senge,1990)

Self-control

A necessary skill in gaining self-mastery is 'self-control'. This attribute has been nominated as one of the components critical to displaying high emotional intelligence, in particular what practitioners call 'self-regulation'. Self-control is defined as keeping disruptive emotions and impulses in check. In this spirit the staffers closest to the newly elected US President dubbed him, during the campaign, as "No-Drama Obama". (This is indeed somewhat exceptional: political campaigns tend to be the scene of high drama and enormous adrenaline rushes which come from the great emotional involvement of both the candidate and his or her team.)

Another critical aspect en route to personal mastery is a great level of self-awareness, comprising in terms of emotional intelligence framework, 'emotional awareness' – i.e. recognising one's emotions and their effects; 'accurate self-assessment'- knowing one's strengths and limits; and 'self-confidence': in other words, a strong sense of one's self-worth and capabilities.

Consider Gregory Craig, a Washington lawyer with a long record of working with powerful politicians and a one-time member of the Clinton administration: his experience made him tired of "partisan bickering" (according to an article in Newsweek, on 17 November 2008). He yearned to recapture the idealism of his student days in the 60s. He was impressed with Obama when he met him some years ago as a young Illinois Senate candidate. This prompted him to read his books, The Audacity of Hope and Dreams from My Father. He said the books "floored me… in my judgment, he showed more insight and maturity than Bill Clinton at the age of 60 in terms of understanding himself".

Resonance

This is but one of many examples. Another insight into Obama's self-knowledge was on display when he was asked early in the campaign whether he was intimidated about being the leader of the free world. He replied, "Who wouldn't be?"

Being able to really listen, understand the signals and messages people give you, and then find a way to resonate with them is another, crucial piece, in the Emotional Intelligence jigsaw puzzle.

An example of that can be found in a story told by Obama himself about how, during a disappointingly small meeting in South Carolina early in his campaign, there was a black woman in the audience, who was getting the crowd to chant, responsively, "Fired up!" "Ready to go". Thereafter he used this to motivate his crowds with great success throughout the campaign.

He found that resonance by being a careful observer, with the flexibility to respond effectively, and use that information to his advantage. Daniel Goleman introduces, in his book The New Leaders, the concept of resonance as crucial for effective leadership (any type of leadership, business and politics alike). Obama's campaign record suggests he has mastered this ability.

As many analysts wrote, Barack Obama certainly enjoyed many favourable circumstances. But this is true only from the moment after he became the Democratic Party nominee.

Until that happened, what carried him into that position was his personal mastery, the potent 'cocktail' of self-belief, self-control, extraordinary articulation skills, and the ability to rope people in and motivate them.

After winning the nomination he had, indeed, the political wind behind his back: a swelling belief among the vast and disparate ranks of American voters that it was time for the Democrats: Bush's deep unpopularity coupled with the global financial crisis, which occurred in the final stage of the campaign, was a boon for Obama. Senator John McCain's all-over-the-place campaign contributed as well. Some would argue that Sarah Palin's hasty selection as McCain's running mate did its bit to drive away moderate Republicans. All those are, indeed, valid factors.

But all these cannot explain the organisational phenomenon everyone who closely followed this campaign noted, for example, the historic mobilisation of around a million people who became involved in the campaign as volunteers for Obama.

Its ranks were drawn from across the demographic table: The youth, hitherto lost to political engagement, old people, minority groups, who have felt disenfranchised for many years; but also middle class white people who just caught a glimpse of a different future, and who looked at this bold man who had the audacity to hope. They all wanted a piece of this for themselves, too.

All these groups, an unprecedented fruit salad of people from all ethnic backgrounds, skin colours, economic groups and educational levels – corralled into a mighty army of foot soldiers.

Barack Obama made it possible for every African American child to believe that they, too, can. But also any other underdog, any minority, received, on that 4 Tuesday November, the same message of possibility. He sent that very message of hope to millions of people around the globe who felt despondent and sidelined. The excitement in Africa alone was something to behold.

Presence

In leadership terms Obama displayed a powerful, distinctive presence. Presence is, perhaps, a different way to explain and give context to that overburdened term "charisma". On the eve of the election, America was characterised by great uncertainty and huge dollops of disillusionment with the old methods of doing things – which the tanking economy showed were simply not working. His offer of a distinctive "can do", positive future provided the right amount of inspiration.

One of the key aspects of a good leader is the ability to create an inspiring focus on the future. Invariably, it proves to be a winning formula. It was encapsulated in, and epitomised by, Obama's campaign slogan, "yes we can".

But presence, in leadership terms, also has another meaning. This relates to the personal manner in which you handle yourself, and the choices you make – the "how" and the "what" which inform your decision-making. How you face uncertainty, anxiety and adversity. Obama met these challenges with unfaltering ease and with a combination of determination and seriousness. His body language is completely congruent with what he says and what happens around him: the flashing of his winning smile, bending to listen to people, carrying himself gracefully and elegantly at all times, on stages, in crowded rooms, in moments of rest and repose on the trail, in halls, on television shows, and in endless debates.

He was always the same: cool, thoughtful, articulate, respectful, measured, relaxed enough to smile and even laugh, listen attentively to his opponents or his interviewers. He showed this mysterious mix that we all strive for in a leader and in our best self: to be able to listen to others and take them into account, yet simultaneously to stand up for what we think is right. Being kind but firm. Projecting a sense of competence and control, without being overbearing and controlling. Being dependable by being consistent. To use a very commonly used coaching and mentoring expression, he demonstrated exemplary assertiveness.

Obama was elected because he had passed with flying colours the many tests and hurdles of a much too long and gruelling journey of the presidential campaign (almost two years in the current cycle). This is no mean feat. It requires a very sophisticated set of skills – personal, organisational and strategic. Even his harshest critics admit today that what they claimed to be his thin record of achievements and slight resume is at least offset by this exemplary campaign.

What Barack Obama will do as president is a different issue. But what he had achieved on that historic night of 4 November 2008 will never be taken away from him and from his army of followers and voters.