How to Educate Natural Leaders (III).
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|"That is, no one is a natural leader just because he or she perceives him or herself to be one. It is a mistake to believe that some person has such a talent because he shows independence, courage o rationality. As good as such characteristics might be, they do not translate into innate ability to lead by themselves.
If fact, the contrary is often the case because the way in which one looks upon himself is a subjective expression of wishes, or in other words, an aspiration, not a demonstration, however legitimate it might be.
Nevertheless, the legitimacy of such aspirations is lost when a social talent such as leadership is not analysed within a social framework as well. That is, it is not possible to make a judgement about an attitude or personal characteristic that has influence over third parties without taking into consideration those parties as well during the analysis.
It is good to have a colleague that takes the initiative to solve problems or to exploit opportunities, but this entails some uneasiness – with or without reason – among fellow co-workers, and thus, such people are often looked upon as threats instead of leaders.
A true leader must not only be able to grasp power and conserve it, but must apply his power taking into consideration those involved or touched by it, and should be able to generate in his subordinates all attitudes that are necessary to accomplish the goals of the organisation without coercion, but by means of emulation or persuasion."
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