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In his review, he said "For a born-and-bred American, this wonderful new book is all about nuances—the subtle differences that enrich the practice of leadership in Asia. The many stories throughout this book provide the rich texture of leadership in Asia, simultaneously revealing the commonalities of leadership around the world and the ...
The book, inspired by the author's four-year-old daughter, [1] was conceived as a tool for discussing racism with young children. [2] [3] The book proposes nine steps for discussing racism, with the ultimate goal of teaching children to be antiracist. [4] [5] The book states that "Antiracist Baby is bred not born. Antiracist Baby is raised to ...
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The hope is that emergence of proximal traits in trait leadership theory will help researchers elucidate the old question whether leaders are born or made. Proximal individual differences suggest that the characteristics that distinguish effective leaders from non-effective leaders are not necessarily stable through the life-span, implying that ...
The Lucifer Principle is a 1995 book by American author Howard Bloom, in which he argues that social groups, not individuals, are the primary "unit of selection" on genes and human psychological development.
Whether leaders are born or made is part of the question of whether human behavior is due to nature or nurture. It is a short leap from functional leadership theory to the belief that if one person can do something, others can also learn to do it.
Only Child types are considered to be a form of the First Born personality type, but "in triplicate". [5] First Born: Firstborn children are described as leaders who are often perfectionists and desire approval from those in charge. Leman also states that firstborns are "typically aggressive" but are also often people-pleasers.
The difference leaders make is not always positive in nature. Leaders sometimes focus on fulfilling their own agendas at the expense of others, including their own followers. Leaders who focus on personal gain by employing stringent and manipulative leadership styles often make a difference, but usually do so through negative means. [168]