Leadership And Virtue Of A Leader

had a very narrow understanding on what leadership was and what leadership could do. I was always under the impression that leaders were cultivated through a series of trials and tribulations where this single individual’s vision was faced with extreme difficulties. Through this course, I have learned leaders are, in fact, created, but not through the narrow lens I always saw with. Leaders can be created through the need for leadership, by cultivating leadership traits in individuals, and even from

Discussions about political morality and leadership often lead differences of opinion over the means to attaining them even in the face of numerous consensuses about the nature and scope of the end itself. This means that most commentators on the issue disagree on many philosophical or procedural bases but yet agree on some. A classic example of this dualism is represented in the leadership lessons covered by Cicero, on the one hand, and Machiavelli on the other. Whereas their lessons are fundamentally

During the renaissance many different views of leadership surfaced. Christine de Pizan’s The Book of the City of Ladies, Niccolo Machiavelli’s The Prince, and William Shakespeare’s Richard III each present distinct views of what would make a good leader during the renaissance period. Shakespeare and Christine de Pizan’s views align most closely with Plato’s. Christine de Pizan’s view also aligns with Augustine’s medieval view of leadership. Machiavelli’s view, however, strays the farthest

A leader can be appointed because of their charisma, position, and influence. They are able to complete the assigned task based on their innate abilities. Quiet leaders however, focus on virtues and values instead of innate abilities. The quiet leader has influence regardless of their formal position. Servant leadership and steward leadership are two Biblical images of leadership. These two leadership styles can make an impact in the how an educational institution achieves its vision and people develop

Ethical Leadership Craig and Gustafson (1998) maintain that ethics is a matter that requires significant consideration to those in leading positions. Trevino, Hartman, and Brown (2000) affirmed that individuals with power must be strong morally and prove their strength in management to be considered as ethical leaders to those in their work environment (as cited Brown & Mitchell, 2010). In this article, the reader will be enlightened on (a) two definitions (explanations) for ethical leadership

School leadership roles and responsibilities have continued be broadened and redefined in today’s society. In addition to the federal and state mandates for student proficiency in general populations of students and sub groups of populations, school leaders are being held responsible either directly or indirectly to shape the character and ethical fabric of today’s young people. School leaders are held accountable with high-stakes state assessments, parent and teacher surveys, and state requirements

examines Shrink and Suttle 's suggested paradigm shift through redefining success, insisting on three essential transitions to be made by the church and the virtues that pastors must embody in leading faithful ministry. Shrink opens with a section entitled, “Don 't Try To Be Great,” where the argument for faithful over pragmatic ministry leadership is laid out. Suttle writes, “The church 's job is not to grow. The chruch 's job is not to thrive. The church 's job is not even to survive. The church 's

Transformational leadership was defined by Mr. Burns as, “those who seek to change pre-existing thoughts, techniques, and goals for better results and the greater good.” Transformational leaders practice working to change the political system, reforming past experiences from other leaders to devise a solution for a need, comprehending what needs to be changed for the greater good, and establishing an infrastructure that develops high quality and quantities of team members. Dissimilar to the transactional

follow their own virtue and intelligence to guide his people. Machiavelli developed impressionistic views that allowed him to discover order in politics and analyze how power can be acquired and maintained. Machiavelli abandoned a moralistic approach to human behavior in order to express his values of what develops a good leader. In Machiavelli’s, The Prince, he identifies five aspects of strong virtue that a powerful leader should withhold. To begin, Machiavelli believes a leader should be feared

against their leader. The third value of leadership is to hold good virtues (Machiavelli, 62). Through strong virtue a leader is able to gain the people’s support, but acting virtuous can often be detrimental. A prince should not avoid virtues of cruelty and dishonestly if he is applying them to the state. Machiavelli simply states that cruelty and other vices should not be pursued for ones own sake, but only for the sake of the state. The fourth value that Machiavelli states is that a leader should never