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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.
Proactivity is about taking responsibility for one's reaction to one's own experiences, taking the initiative to respond positively and improve the situation. Covey postulates, in a discussion of the work of psychiatrist Viktor Frankl, that between stimulus and response lies a person's ability to choose how to react, and that nothing can hurt a person without the person's consent.
It is the authority that demands obedience to the office rather than the officeholder; once a leader leaves office, their rational-legal authority is lost. Weber identified "rationally-created rules" [3] as the central feature of this form of authority. Modern democracies contain many examples of legal-rational regimes. There are different ways ...
Stutters and mannerisms are no way to judge a person's ability. Most of us would prefer a highly experienced chief executive.
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.
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.
It's no secret that setting a good example is easier said than done. Leadership is a difficult skill to hone and master, and as the Spiderman proverb goes, with great power comes great responsibility.
"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.