For leadership to attain its greatest potential there needs to be a strong shared vision across an entire organization, with each member of the organization seeing their part of the total vision being accomplished through their efforts. This ability of leaders to create a high level of ownership of the vision of their organizations is critical if lasting change is ever to be accomplished in many oil and gas companies. This ability to create a high level of internalized support for a vision, then managing its fruition and development over time, is critical for a leader to be successful in accomplishing strategic goals and objectives. Further, leaders must focus on how to manage their staffs and subordinates to bring out their best attributes or strengths as well. By being developmental and concentrating on how to bring out the innate strengths of their subordinates, leaders add immeasurable value and strength to their organizations in the process. The essence of effective leadership is in holding on to a vision while at the same time growing subordinates and associates to make the strategic goals leading to the visions' attainment more achievable. Controlling

This is the phase of management that centers on providing feedback on the performance of both individuals and work groups relative to objectives, goals, and standards as set by leaders during the planning and leadership phases of the management phases discussed in this paper. Control can be seen as both from a coaching standpoint of continually helping associates and subordinates attain their highest levels of performance while also contributing to the growth of the organization by having its goals met at the same time.

In the case of an oil and gas company, the control function has many perspectives associated with it. First there is the need for controlling the process of exploration, extraction and treatment through highly process-centric series of techniques that look to create as much efficiency as possible,...

A secondly, control needs to be seen as a continually functioning feedback loop that defines how a given process is at attaining its objectives or not. Control, while at times being seen as negative or even autocratic, needs to be positioned and seen as a strategy for how to improve over time. Only by creating control-based processes and functions throughout an organization can improvement and the attainment of objectives occur. In the case of oil and gas companies, the control functions surrounding the development, launch and marketing of products and service ensures that revenue and profit objectives can be met.
Summary

In conclusion, the attainment of objectives within any oil and gas company or organization is more tied to the development of the phases of planning, organizing, leading and controlling vs. any other set of macro-processes. The need for creating a consistent and highly shared vision where contributors can internalize its value and see their contributions is a powerful, galvanizing force in the development and attainment of objectives. The concepts of planning, organizing, leading and controlling are critical for the successful functioning of any oil and gas company or organization.