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By Benefit of Assertion

June 16, 2011 1 comment

Of the entire population only a tiny percentage seek a leadership role. Personal insight directs an individual in deciding whether leadership is a worthy pursuit. At some point in each individual’s existence a moment appears in which the role of leader can be accepted. In these brief moments, always occurring in childhood, the individual learns the emotions of leadership and develops one of two string emotions: desire or detest.

For those who choose to avoid leadership positions it can be assumed that the responsibility of leading inspires emotions of doubt. One feels uncomfortable in the leadership position either due to a lack of skills, lack of interest or general discomfort at the responsibilities of a leader. The individual who desires power either disregards these emotions or fails to have them. Is the individual who desires leadership either numb to these humble sensations or does he or she recognize them as emotions that can be discarded. Are true leaders merely emotional manipulators capable of molding life to the needed situation?

Failures of leadership garner immense attention from the press. These stories of hubris connect with the population of majority that chooses not to lead. Leaders who fail remind us of the great dangers of leadership responsibilities and function as a confirmation of our own doubts and hesitation. Great leaders are anointed after death and take on their role only when the living population is unable to compare their life to the life of the leader. Herein we see again the crisis of comparison: the majority of the population prefers to have its own bias confirmed and previous decisions constantly buttressed by mounting evidence that we were right.

 

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