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 Eva Ho, Meg Whitman, Ilene Gordon, Indra Nooyi, and Drew Houston.

From Natalie Kitroeff: Eva Ho of Susa Ventures

“Eva Ho, 44, is a general partner at Susa Ventures, a technology fund she started that invests mainly in data-focused start-ups. Susa raised $25 million as a seed fund in 2013 and is aiming to raise an additional $50 million. In March, she became one of two entrepreneurs in residence at Los Angeles Mayor Eric Garcetti’s office, where she works with teams looking for solutions to the city’s homelessness problem. She plans to move on to another venture capital gig in the next few months but can’t divulge where for legal reasons.”

From Kerry A. Dolan: Silicon Valley Billionaire Meg Whitman On Why She ‘Runs To The Fire’

“Over the course of more than three decades as an executive, including stints at Disney, Hasbro HAS -1.09% and Bain, she learned plenty that has proved useful. Whitman talked with Forbes about career inflections, productivity and more.”

From George Trotter: Ingredion CEO points century-old company to the future

“You may never have heard of Ingredion, but chances are you consume ingredients made by the company on a regular basis.”

From Bill Snyder: Pepsi CEO: Break With the Past, and Don’t Play Too Nice

“Six management tips from Indra Nooyi, one of the most powerful women in business.”

From Adam Bryant: Drew Houston of Dropbox: Figure Out the Things You Don’t Know

“I studied computer science at M.I.T. I had some vague idea about wanting to start a company. But my first management experience was being rush chairman for my fraternity, and I learned a bunch of things. You get a budget — it was $12,000 back then — and then you have the challenge of motivating 35 unpaid volunteers. You deal with a lot of the same broad questions — who do we want to be as an organization, what kind of culture do we want, what kind of people are we looking for? — that you do when you’re starting a company.”