Leadership
As the world becomes more populous, busy, and interconnected, the need for good leadership will grow. Furthermore, this leadership will be needed in a number of different social and cultural contexts. (Gibson & McDaniel, 2010, 451-452). Fortunately, we are undergoing a renaissance in the study of leadership and our notions of leadership are becoming more diverse and, at the same time, more fundamental.
Leaders are produced by their environment, which includes their personality, their experiences, and their organizations. Leaders tend to grow out of organizations in which they embody the core values and ambitions shared by the organization.
The Traditional Models of Leadership
The traditional view of a leader is someone who is dominant, competitive, and authoritarian. (Medina, et. al., 2008, p.249). Although most leaders do exhibit these qualities, that does not mean that a leader must have such qualities. The reason these types of leaders are prevalent is because of the types of groups people form. The types of groups people form is determined by the types of interests and motives people have.
The Evolution of Leaders
In any society, the prevailing drive for most individuals is to achieve a feeling of self-worth. Because of our hyper-competitive society, individuals in pursuit of this feeling are encouraged to achieve it by distinguishing themselves from the crowd in their professional life, social life, family life, or even spiritual life. The ambition to distinguish oneself causes one to value a particular set of traits useful for achieving distinction in this society, such as aggressiveness, competitiveness, and assertiveness.
The groups that individuals form are typically based on their core ambitions and values. The leaders that these groups select are usually people who embody the group's common, core ambitions and values to a remarkable degree. That is why they are often seen as figureheads and symbols of the organization. Most organizations, especially business organizations, are driven by the desire for distinction and value competitiveness, assertiveness, and even aggressiveness both in the organization itself as well as in its employees. (Medina, et. al., 2008, p.254).
If groups were formed for motives such as the community service, appreciation of nature, or spiritual perfection, you would probably see different sorts...
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