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The natural aristocracy is a concept developed by Thomas Jefferson in 1813 which describes a political elite that derives its power from talent and virtue (or merit). He distinguishes this from traditional aristocracies, which he refers to as the artificial aristocracy, a ruling elite that derives its power solely from inherited status, or wealth and birth.
The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it ...
Authentic leadership, while having no formal or unequivocal definition, is a growing field in academic research. [1] The idea has also been embraced by leaders and leadership coaches, who view it as an alternative to leaders who emphasize profit and share price over people and ethics.
Jagjivan Ram, Dalit leader, 4th deputy prime minister of india, Indian freedom fighter and founder of Depressed Class Association [62] [63] [64] Mallikarjun Kharge , Indian lawyer and politician and current President of Indian National Congress .
Thus, the majority of monarchies and some autocracies and theocracies would be ruled by traditional leaders. Often the male head of a common family should be considered a traditional leader. This could also be the case in a family-owned business if its director and other leadership positions are chosen based on family ties and/or age.
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The transformational approach is based on the leader’s personality, traits, and ability to make change through example. Transformational leaders articulate an energizing vision and challenging goals. They are idealized because they are moral exemplars of working toward the benefit of the team, organization, and community.
"At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him. It's the inner core, the source, of a leader's outer leadership effectiveness." (Scouller, 2011). The idea is that if leaders want to be effective they must work on all three levels in parallel.