Demonstration of Leadership Qualities in Shakespeare

Henry V and Leadership

Shakespeare’s Henry V demonstrates greater organizational leadership, and his example could serve as a good guide for any leader in any environment today. The top five practices that Henry employed could be considered good advice now as then because ultimate leadership never changes: it rallies men to the mission at hand and motivates them to buy-in to the challenge and to give it everything they have. To this end, Henry practiced 1) active listening, 2) difficult decision-making, 3) uncompromising commitment to the vision and mission, 4) engaging followers, 5) and personal authenticity.

As Slater (2008) points out, active listening is a way to build leadership capacity, and Henry V does then when he dons a disguise in order to blend in with his followers to hear what they really have to say and think about the situation they are facing. Why does he do this? He does it, first, because he wants their feedback; and, second, he knows he will not get honest feedback if he presents himself to them as their king. He has to present himself to them as their equal. This shows great leadership on his part because a great leader listens to what those around them have to say and responds.

Henry V uses this information, moreover, to make difficult decisions. He is not a reactive leader but a proactive leader: he gathers information, reflects, considers the facts and the relevant data, and then decides based on logic and reason rather than emotion. This is evident when he faces the tough task of deciding whether or not to sentence some of his former friends to death. A leader has to be able to make the tough decisions in the best way possible.

But to make those decisions, he first has to be committed to the vision and mission. Every organization has them or should have them—and Henry V has them for his country. He refuses to bow under pressure, and he constantly speaks to the vision and mission before his followers, so that they share in his understanding.

And by speaking to them directly, he engages them and gets them to buy in to the vision and mission. He does not spend his time in the back office but is rather on the front lines, interacting with his followers, showing his love and appreciation for them. He is not a leader who hides but rather one who is out front and engaged.

Finally, this engagement helps to establish his personal authenticity: Henry is who he presents himself as—a man of principles, a king who cares about his nation and people, a king who has a vision and mission, and leader who will abide by the law and apply every ounce of strength to achieve a goal. Henry is able to demonstrate personal authenticity because he has taken the time to “know thyself,” which is, as Lawler and Ashman (2012) explain, the most important step in becoming an authentic leader (p. 327).