Leadership In his Pulitzer Prize winning biography, His Excellency George Washington, Joseph J. Ellis presents a balanced and comprehensive portrait on the nation's first president that steers a course between hero-worship and debunking. He based his work on the latest edition of the Washington papers, which now include virtually every scrap of written information available except for his last three years as commander of the Continental Army and the second presidential term in 1793-97. For many modern readers, Washington comes across as a cold, distant, patriarchal figure, an iconic face on Mount Rushmore or the dollar bill, but not exactly a people's president like Abraham Lincoln. At the opposite extreme, Leftist and revisionist writers regard him as the creator of a nation that "was imperialistic, racist, elitist, and patriarchal," and prefer to write social history about women, slaves and common soldiers rather than the dead, white male ruling class (Ellis, p. xii). Unlike previous biographers such as Douglas Southall Freeman and James Thomas Flexner, contemporary historians have "a keen sense of the intellectual and emotional ingredients that came together to create a revolutionary ideology in colonial America" and "a more robust understanding of the social and economic forces that drove Virginia's planter class toward rebellion," such as its interest in Western lands (Ellis, p. xiii). Recent scholarship has also paid far more attention to slavery and the treatment of Native Americans, both of which preoccupied Washington throughout his life as a slaveholder, president, military commander and speculator in western lands. Indeed, for Washington, Alexander Hamilton's plans for using a strong central government to industrialize the United States seemed like the best solution for a variety of national problems, including slavery. Reviewers generally rated the Ellis biography favorably, calling it a "penetrating portrait and synthesis of Washington's lengthy and complex career" (Wesiberger...
Ellis made his main character neither a cartoon hero nor villain, and offered a more human portrait that distills "so much of the scholarship on Washington into one, eminently readable volume" (Grant 2005).
Leaders Born or Made? Proposed Outline The question as to whether leaders are born or made has been actively debated for years. The debate continues. However, careful evaluation of leadership behaviors and an informed analysis of literature on management and leadership demonstrate that actually, leaders are both born and made. It is important to note that although individuals could be trained to be effective leaders, some people tend to have
Leaders and History Having a leadership position and being a leader are not the same thing, even though many people believe it is. Being appointed to a leadership role is entirely dependent upon circumstances; being a leader is an innate quality that moves beyond the tactical and into the strategic, allows those with greatness to rise to the occasion, and often results in drastic changes in society and culture. We can
There are research studies about knowledge management and local knowledge which the present research must take into consideration. However, judging from the information which is available online, it is safe to say that this is a research area which still needs to be worked upon. The studies which already exist are limited to describing local needs in small communities through the world and the manner in which leaders of
Leadership: Born vs. Taught Leaders Born vs. Taught Leaders: Leadership Experts have given conflicting views in the question of whether leaders are born or made. One faction believes that leaders are born with special qualities that predispose them to occupy positions of authority from an early age. The other, however, believes that leadership capabilities are developed over time through education and training. This text evaluates both arguments and gives a tentative position
One reason has to do with the intellectual hurdles that senior executives jump in obtaining their jobs. It takes at least an IQ of about 110 to 120 to get an advanced degree such as an MBA. There is thus a high selection pressure for IQ in order to enter the executive ranks." (p. 250) The text goes on to argue that the result is that there is not a
Leadership Can Be Taught The importance of effective leadership to organizational success is well documented, but the process by which people become leaders remains far less understood. For instance, Brandt (2002) asks, "Can those who wish to lead learn from others, or is the capacity for leadership -- or lack thereof -- hard-wired into our DNA at birth?" (p. 12). Despite the ongoing debate over nature vs. nurture continues, it is
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