By Nannerl O. Keohane
Leadership is vital to collective human recreation, from environment and attaining ambitions for an area block organization, to operating a Fortune 500 corporation, to mobilizing the energies of a kingdom. Political philosophers have targeted mostly on how one can hinder leaders from abusing their energy, but little recognition has been paid to what it truly appears like to carry energy, how leaders pass approximately their paintings, and the way they relate to the folk they lead. In Thinking approximately Leadership, Nannerl Keohane attracts on her event because the first lady president of Duke collage and previous president of Wellesley university, in addition to her services as a number one political theorist, to deepen our knowing of what leaders do, how and why they do it, and the pitfalls and demanding situations they face.
Keohane engages readers in a chain of questions that make clear each aspect of management. She considers the qualities that make an excellent chief, together with sound judgment, decisiveness, integrity, social ability, and intelligence; the function that gender performs in one's skill to achieve and wield strength; ethics and morality; the complicated dating among leaders and their fans; and the original demanding situations of democratic management. wealthy with classes and insights from leaders and political thinkers down in the course of the a long time, together with Aristotle, Queen Elizabeth I, Franklin D. Roosevelt, and Nelson Mandela, Thinking approximately Leadership is a must-read for present and destiny leaders, and for someone involved in our clients for solid governance.
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23 Lyndon Johnson told an assistant: “I do understand power, whatever else may be said about me. ”26 Yet all leaders face limits on the scope of their power, including the capacities of the leader and the institutional context in which she operates, as well as the inclinations and preferences of other actors. In many cases, a leader’s power is limited by a superior authority in a hierarchy; the actions of colleagues, competitors, or subordinates; or the interests of constituencies whose support is important if the leader is to retain power.
The chapter also deals with the distinctive temptations that leaders face and explores Lord Acton’s familiar dictum about the corrupting effects of power. I ask whether public and private morality are different kinds of ethical codes. I argue that virtues such as courage, integrity, and trustworthiness are valuable to leaders in many contexts and mention a few examples of leaders who have been elevated rather than corrupted by holding power. The conclusion returns to the theme of questioning and attempts to clarify some issues that have been only briefly raised 16 • introduction in earlier chapters.
Leadership in Different Contexts Effective leadership varies by the degree of formality or informality of the setting and the public or private nature of the enterprise. Culture, geography, ethnicity, history, the character of the goal pursued—all these things make a difference as well. In 36 • One the next few sections we consider some of the forms that leadership can take in different contexts. How Do Leaders Differ from Managers, Rulers, or Governors? Students of leadership often emphasize distinctions between leadership and authority, office, management, and other cognate behaviors.