To be loved or feared as a leader?

In recent times it has been discovered that certain actions of the leaders are affecting the chemistry in the brains of leaders as well as their followers. The researchers found that the leader- follower relationship is not about two independent minds reacting to each other, rather it is about two individual minds fusing into a single system. So they believe that because of this ability, great leaders have a powerful influence on their followers.

Barker, R. A. (1997). How can we train leaders if we do not know what leadership is? Human Relations, 50(4), 343-362. Retrieved from http://search.proquest.com/docview/231429531?accountid=458

Casse, P. (2014b). The new drivers of leadership. Training Journal, p. 29. Retrieved from academicguides.walden.edu/library

In Lesson 6, Dr. Fischer explores the ideas of whether leaders are born or made. In some cases certain traits such as extroversion, conscientiousness, openness, and emotional intelligence can suggest that leaders can in

Throughout history, certain leaders were described as having exceptional qualities, such as charisma, that enabled them to motivate followers to achieve outstanding performances. Used wisely, it’s certainly a blessing; indulged, it can be a curse and therefore, these leaders can lead people ahead or astray. Famous leaders such as Stalin, Hitler, Mussolini, and Roosevelt all shared a similar quality, charisma, which helped them rise in power and become leaders for their countries. This rise in leadership is a cause of crisis situations, distress in people, and inspirational and charismatic leaders who give promising deliverances. At the time, many leaders were struggling to rebuild their nations and as a cause, many totalitarian dictators such

Individual definitions of leadership are often referred to as implicit leadership theories (ILT; Forsyth & Nye, 2008). ILTs are ethnocentric beliefs about traits, behaviors, and characteristics associated with leadership that are influenced by experience, culture, and individual biases. One’s beliefs about the traits a leader possesses influences who emerges as a leader and also how others perceive the leader. Although ILTs are individualistic, there are often common themes among individuals’ ILTs. For example, in a series of studies Offermann, Kennedy, and Wirtz (1994) identified eight dimensions of ILTs that were “Sensitivity, Dedication, Tyranny, Charisma, Attractiveness, Masculinity, Intelligence, and Strength” (p. 54). In a series of follow-up study Epitropaki and Martin (2009) identified six dimensions similar to Offermann et al. (1994). Changes to the dimensions were the removal of Strength and Attractiveness, and changing Charisma to Dynamism (Epitropaki & Martin, 2009).

Throughout time the question of “ Are leaders born or made?” continues to be debated. This question has been part of several myths that try to explain what makes a person a leader. According to the trait approach theory, it sets a benchmark for what certain traits an individual must possess in order to make them a leader. Before leadership traits were considered innate. However, as time has progressed research has indicated that situations differentiate leaders from non-leaders. Therefore, an individual does not possess certain traits, rather it is the relationship between the person and its society that make him/her leader. All leaders must have a set of skills that help them lead subordinates to reach an overall vision. A vision must originate from both the leader and its followers, and it is the leader's job to articulate the vision. Furthermore, leaders demonstrate the capacity to lead their followers and

According to Evelyn Pelczar in an article at Elite Daily, 'Fear is both an enabler and a teacher to its own forces.' Fear has been used for centuries to control people and their behaviors. But the fear of limiting your true human potential is a fear that many of us are disinclined to connect with, as it requires us to own our emotions and dig deep for the underlying reasons that hold us back from our success.

Leaders are respectful and loving. Leaders always give people their trust. They give their trust because they want people to trust them. Leaders always care about people who are getting lead. They care about people because if they get hurt or something bad happens to

As a growing debate, the question at hand is whether great leaders are born with specific leadership traits, or if one can be taught certain traits over time. According to (Wikipedia.com) the approach of listing leadership qualities, often termed "trait theory of leadership", assumes certain traits or characteristics will tend to lead to effective leadership. I believe that leadership traits such as honest, competent, initiative, inspiring, hardworking, intelligent, and the ability to lead the masses, are some of the leadership traits one should possess. Within this paper, I will examine the overall concept of leadership traits, while observing the traits that were, or can be associated with successful leaders.

Whether a leader is feared or loved has been a debated issue by philosophers for many years. You could argue that a leader being loved is better because of the trust and motivation sides of things, or you could say to be feared is better because people follow rules and orders better. What is the role of government in human society? Whether being ruled under democracy, dictatorship, or autocracy all of these types of governments do however have one thing in common. All of these types of leaderships have one goal and that is to lead and rule the citizens under a “leaders” power which is established by the ruling parties and citizens. A leader controls everything in an organization, company, or group of people, and also knows exactly what is best for their followers. There are certain ways you can be a good leader, but sometimes these don’t work for everyone. Good leaders aren’t always the ones who are loved by all, but they are feared as well. So what makes a better leader, someone who is feared or loved?

Leaders are made up by traits, skills behavior and effectiveness, which are determined by distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance. However, the value of a particular trait or set or traits, skill behavior and effectiveness vary with the organization’s situation (Draft, 2015). For example, our executive leaders of Humana have their own unique style.

“The greater a leader’s skill at transmitting emotions, the more forcefully the emotions will spread. Such transmission does not depend on theatrics, of course, since people place close attention to a leader, even subtle expressions of emotion can have great impact” (Goleman, et. al, 2002, para. 3). As

Conger, Jay A. (1990). The Dark Side of Leadership, Elsiever Science Publishing Company Inc., New York, USA.

Researchers have proposed several characteristics of leaders described as ‘charismatic’. The widely accepted characteristics of charismatic leaders are (Bryman et al., 2011, p. 90-91):