| You can ask ten different people what their definition | | | | subordinates; he works for them just as much as |
| of leadership is and you will probably get ten | | | | they work for him. A leader must work to make |
| different answers. Leadership doesn't have a specific | | | | sure that his subordinates are taken care of to the |
| definition. By giving it a definition, you are putting | | | | best of his ability by utilizing all of his leadership skills. |
| restrictions and limitations on the word and the true | | | | In turn, his subordinates will take care of him. |
| value of leadership. Leadership is something that is | | | | Subordinates expect leaders to show them the |
| complicated to explain and understand. It is formless; | | | | standard and train them to reach it. They expect |
| it doesn't take on a particular shape or form, nor | | | | leaders to lead by example. Additionally, they expect |
| does it go in one particular direction. A great leader | | | | leaders to keep them informed and not withhold the |
| can adjust to liany situation at any given time, under | | | | truth. Leaders may have to ask others to make |
| any circumstance, and still come out successful. | | | | extraordinary sacrifices to achieve goals. Leaders |
| Leadership is something that can't be measured or | | | | may have to call on them to do things that seem |
| tested by science or technology. Leadership theories | | | | impossible. "If leaders have trained their people to |
| are based on an opinion of an individual, i.e., human | | | | standard, inspired their willingness, and consistently |
| factors, and no two humans are the same. Although | | | | looked after their interests, they will be prepared to |
| it can't be measured by science, it is considered a | | | | accomplish any goal, anytime, anywhere" (Reeves, |
| soft science, because you really can't base it off of | | | | 2004). |
| experimental data. No one can prove what it is, but | | | | In reality, most subordinates are leaders. A lot of |
| they can show what it does. It is like fine art, it | | | | them just haven't exercised their true ability to lead. |
| crafts in a formless way that tends to go in many | | | | Not to mention the exemplary subordinate who is a |
| different directions at any given time. Leadership is | | | | self-leader per say. Like a good leader, he can adjust |
| rational and emotional; it involves both sides of human | | | | to any situation at any given time. He is very |
| experience, which can include your "firmness, fairness, | | | | independent and can be depended on. This type of |
| dignity and compassion." | | | | subordinate can help a good leader become better. |
| Some people believe that being a leader is either in | | | | Many believe that leadership implies power, but it |
| one's genes or not; others believe that life | | | | shouldn't imply power, it should influence the ability to |
| experiences mold the individual, and no one is born a | | | | apply powerful leadership. Power is something that |
| leader, hence the saying "Leaders are made, not | | | | isn't measured by a position or billet; it is merely a |
| born." Who's to say which is right? This saying has | | | | function of the leader, the subordinates, and the |
| been an ongoing debate for years and always will be. | | | | situation. Leaders have the potential to influence their |
| But in a sense, they both are right and they both are | | | | subordinates' behavior, attitude, and growth. |
| wrong. "Both views are right in the sense that innate | | | | "Leadership allows leaders to have different styles of |
| factors as well as formative experiences influence | | | | interaction styles when deang with individual |
| many sorts of behavior, including leadership. Yet, both | | | | followers" (Hughes, 2006), hence one of the reasons |
| views are wrong to the extent they imply leadership | | | | why leadership will always be open to many different |
| is either innate or acquired" (Hughes, 2006). What | | | | opinions and debates. Study after study has been |
| matters most is how well a leader make these | | | | done on leadership and no one still knows what it is |
| factors interact with one another. | | | | and what makes a true leader. Even those with the |
| Leadership can be created from inspiration and a | | | | most extensive knowledge in leadership research can |
| leader must have a true passion to lead. A true | | | | be poor leaders, which proves, it is not about how |
| leader understands that leadership is continuous and is | | | | much research or studying you do, it's what you do |
| a constant learning process. He also understands that | | | | with it that can make you a success. |
| leadership is a process and not a position. There are | | | | In conclusion, we can spend five lifetimes trying to |
| great leaders, but there are not perfect leaders. A | | | | figure out what leadership really is, where it comes |
| great leader must have failed at something in order | | | | from, and which is right or wrong. But it's not about |
| to succeed. If you have never failed at anything, you | | | | defining it (it can never be defined, just shown). It's |
| can never appreciate the true value of success. | | | | not about where it comes from, and it's not about |
| A good leader is someone who utilizes effective | | | | which is right or wrong; it's about continuous learning, |
| leadership skills in dealing with people. They are | | | | trying to understand it, and which style to use at the |
| someone who respects their subordinates as well as | | | | right time. |
| their leaders. In reality, a leader is a servant for his | | | | |