I think that one of the best ways to learn leadership isn’t studying “leadership” at all. Instead, study individual leaders in their natural habitat and decide what they do that you want to try. Articles by and about leaders and interviews with them are mini-case studies that show you an actual leader in a real situation.

That’s why, every week, I bring you a selection of post about individual leaders. This week I’m pointing you to pieces by and about Jeff Immelt, Edward Fenster, Carlos Brito, Brad Hewitt, and Lars Dalgaard.

From McKinsey & Company: GE’s Jeff Immelt on evolving a corporate giant

“General Electric chairman and CEO Jeff Immelt explains what’s driving the company’s evolution, how he leads, and why he’s different from Jack Welch.”

From Erika Brown Ekiel: Edward Fenster: Operate Out of Your Comfort Zone

“Edward Fenster is co-founder and chairman of Sunrun, which provides solar energy to homeowners. In August this year, Sunrun began trading on Nasdaq under the symbol RUN. The company operates in 15 states and has installed $1.8 billion worth of solar energy systems.”

From Matthew Boyle: World’s King of Beer Flies Coach, Wears Jeans and Loves Pressure

“He’s crafted a hard-charging management style that’s delivered industry-beating profit margins and praise from beverage analysts and business-school deans alike. Shareholder returns under his tenure are almost double that of peers. Now, Brito — a millionaire who wears jeans to work, eschews an office and prefers flying coach — has embarked on his biggest move, a $106-billion deal to buy British brewer SABMiller”

From Brad Hewitt: Why this CEO Thinks a 6-Figure Salary isn’t Always Worth Your Time

“If you only look at financial compensation, you might miss out on doing something you truly love.”

From Adam Bryant: Lars Dalgaard: Build Trust by Daring to Show That You’re Human

“you often see with some companies, particularly start-ups, that they’re telling themselves and others a bit of a story, and not being honest about what the real issues are. Instead of taking all that energy and focusing on the core outcomes, they’re just glazing over it and hoping it will be O.K. There is no such thing as a quick fix.”