The Moral Of Chris Connolly 's Story Essay

“A leader is one who knows the way, goes the way, and shows the way.” John C. Maxwell

It will forever be easier to set personal goals than to set goals that involve the participation and cooperation of others. Just because something is easier, though, doesn’t mean it is better; I consider “good” decision-making to be a practice that encompasses our fellows, rather than simply focusing on ourselves. To me, this is intrinsically linked to successful leadership; the leaders that I have observed as being most successful are the ones who do not only think of themselves.

Leadership is the most essential aspect of a successful operation; without a leader there is no concise direction or defined power in charge. A leader’s intangibles and instincts must be sharp, knowing that everything hinges on their ability to place their people in the best possible situations to thrive. For as long as humanity has existed, man has always had a leader; both good and bad leaders, qualified or unqualified. People are divided on the concept of what a leader is. Are leaders naturally born? What makes up a leader? How do we determine a leader?

From the vantage point of the present, it is easy to look back at the tenure of any great leader and draw conclusions about just what it was that made him/her great. We can examine the circumstances under which their leadership flourished; piece together what we know of their character and personality traits; delve into the factors that may have driven them; and dissect their leadership style all in an effort to pinpoint the source of their success. The ‘Great Man’ theory, popular in the 19th century and now thoroughly debunked, held that leaders are born, not made; suggesting that men like George Washington, Martin Luther King Jr., and Winston Churchill were born with the innate capacity to change the world (Landis,

Being a leader is not considered a job or position. Becoming a leader is not a talent, job or position. Although, leadership can be rewarding and difficult at the same time. In today’s society, “the kind of leadership necessary to move social movements forward is very different from the type of leadership required in a military setting, especially on the battlefield. A more sharpened focus on leadership processes versus individual leader traits and behaviors deepens our understanding of the complexities and interactive nature of leadership” (Komives, Lucas and McMahon 2013, 46). My goal is to understand how to face the complexities in life as a leader to communities, universities, organizations, the workplace and the world. As a leader,

Leadership. It is a trait that is valued in almost any form of society. Whether it be leadership in the workplace or leadership on the battlefield, leadership is a prized capability for people. But, according to Colin Powell, this valued leadership trait can be lost at the hands of the followers of that leader. If these followers no longer trust their leader with their problems, then that person is no longer their leader. And, this statement does have some validity. While the raw talents of a leader are valuable to a group, ultimately, the success of the leader is contingent on whether or not the leader acknowledges and includes his followers. Therefore, Powell’s point is agreeable to a large extent, as it is imperative that the followers not only

"The final test of a leader is that he leaves behind himself in other men the conviction and the will to carry on.” – Walter Lippmann

William Deresiewicz expresses his opinion on decision making through a speech given to inspire potentially great leaders. He declares how mediocre leaders rise to the top by jumping through the many loopholes provided, while always wanting to being considered “excellent sheep” (2). The great leaders on the other hand, strive to be “thinkers” and sometimes never achieve their full potential because they evolve with intrinsic versus extrinsic goals. People in power are not choosing those who should follow in their footsteps based on what they believe, but based on qualities they have been taught to look for. This process is suffocating the potential in anyone progressing in ways seen as unfit or different, and simultaneously crushing the idea

In the Leadership Challenge, 4th edition, it is Kouzes & Posner (2007) intention to present a road map for individuals to follow on their leadership journey. The authors stress that “leadership is not a gene and it’s not an inheritance.” Leadership they assert is “an identifiable set of skills and abilities that are available to all of us” (p. 23). They make clear that the “great person” theory of leadership is “plain wrong.” Leaders are our everyday heroes who do extraordinary things on a regular basis (p. 23).

My father once told me that, “everything we do— be it in academia, at work, social or family life—we are guided by principles, beliefs and values that collectively form our ideology of life.” I believe that every leader, to a certain extent, is shaped through her individual personal experience. Although in some cases, we may not realize to what extent our personal assumptions and beliefs shape our ability to lead or be led.

In his article, Good Leaders Are Willing to Change Their Minds, Todd Henry emphasizes that a vital trait of a leader is learning to change perspectives. He reveals, within the article, that learning is the motive to “seek the truth.” Unfortunately, individuals are hindered from pursuing such truths due to fear and occasionally having a high ego. As Henry states, if one doesn’t “open [him/herself] to the idea that he or she doesn’t know everything,” it is impossible to think or act innovatively. In a larger context, it is impossible to be oneself. However, there is an extent to which one can change his or her viewpoint. Although Henry implies that the ability to change a perspective is due to the advance “understanding of a topic,”, if the perspective

Leadership today is a full contact sport and as people’s plates are overflowing, leaders are doing

Countless times leaders operate on instinct that has grown from what they have seen in the past. What leaders see others do sets the stage for what they may do in the future. A leader of sound character will exhibit that character at all times.” (p. 7-13)

What is the stimulus that encourages the emergence of a great leader? Robert Greenleaf’s theory of Servant Leadership places emphases on the individual, who is instinctively a servant.

Stephen R. Covey, then later, explains the nature of leadership today as, “The more you can get people committed to a common vision, a common purpose, and a set of principles that they already have inside of them. Then the