As sophocles observes in antigone Essay Example for Free

As sophocles observes in antigone Essay4. Awargonness (Greenleaf, 2002) Able servant- loss attractors ar normally sharply awake and reasonably disturbed from integrated holistic perspectives, yet with inner serenity (Greenleaf, 2002). role 1 (of 7 or of 8), Being Proactive or the concept of Inside-Out, that any signifi locoweedt eccentric of change in the would-be-leader must first come from within himself (Covey, 1900). 5. Persuasion (Greenleaf, 2002) Servant-leaders rely primarily on thought and on convincing horizontal by behavior of group-building consensus, rather than through coercion or force based on the traditional authoritarian model (Greenleaf, 2002). date Gardner insists that Leadership is the process of persuasion or example by which an individual (or leading team) induces a group to pursue objectives held by the leader or shared by the leader and his or her followers (Gardner, 1990). Yukl emphatically stressed, in that influence is the totality of leadershi p (Yukl, 2001). 6. Conceptualization (Greenleaf, 2002) Servant-leaders perform a delicate balance between thinking out a problem and facing beyond day-to-day-focused-realities approach (Greenleaf, 2002).Habit 2 (of 7 or of 8), Beginning with the bar in Mind, that the would-be-leader develops his own principled-center mission statement in heart with long-term goals (Covey, 1900). 7. Foresight (Greenleaf, 2002) Intuitive servant-leaders view the lessons from the past, the realities of the present, and the likely consequence of a decision for the future (Greenleaf, 2002). Characteristic 1, They Are Continually Learning, that the would-be-leaders experience is more than enough honed by his self-initiated desire to know it all (Covey, 1992) and similar to Characteristic 6, They See life As An Adventure (Covey, 1992).Alfred North Whitehead strongly suggested, in that Every leader, to be effective, must simultaneously adhere to the symbols of change and revision and the symbols of tra dition and stability (Warren Bennis, 1995). 8. Stewardship (Greenleaf, 2002) Servant-leaders merely act as stewards or compel men and resources in trust for the good of all or for society, emphasizing openness and persuasion (Greenleaf, 2002), withal very similar to Stewardship Delegation (Covey, 1900).Habit 3 (of 7 or of 8), Put First Things First, that the would-be-leaders effectiveness lies in making sure he balances his Production (P) with his building Production Capacity PC (Covey, 1900). Also, hence, according to Coveys classification, Stewardship is under Habit 3 (Covey, 1900). 9. Commitment to the Growth of People (Greenleaf, 2002) Servant-leaders are seriously accountable and deeply committed to the growth and nurturing of each individual worker within the brass (Greenleaf, 2002).Characteristic 2, They Are Service-Oriented, that the would-be-leader/ servant-leader regards his work as a vocation or a way of life and not as a career (Covey, 1992). Characteristic 4, They B elieve In Other People, that the would-be-leader is very undimmed for the beneficial podecadetial capacity of everyone around him (Covey, 1992) though not quite far is Habit 8, It is near Finding Your Voice and Helping Others to Find Theirs (Covey, 2006). 10. Building Community (Greenleaf, 2002)Servant-leaders selflessly give themselves for building honest communities among themselves who work within given institutions (Greenleaf, 2002). Characteristic 3, They Radiate Positive Energy, that the would-be-leader despite the drudgery of strengthening his institution, you could unchanging find him cheerful, pleasant, happy his attitude optimistic, positive, upbeat and his spirit enthusiastic, hopeful, believing. Therefore, with the above, Covey concluded, in that A (good) habit can be defined as the intersection of knowledge, skill and desire (Covey, 1900).Thus, with all of the above information, Sergeant Kidds dictum of soldiers learning to be good leaders from good leaders (Army, 1 999) could now apply even to civil employees or even ordinary noncombatants as more and more people are win over through more and more pieces of literature pointing towards that thinning gray area between military and civilian leaderships. Political leadership is what John W. Gardner in his On Leadership, espoused in that Men and women of the greatest integrity, character, and courage should acidulate to public life as a natural duty and a natural outlet for their talents (Gardner, 1990).While under business leadership falls all the kit and boodle of Covey, Bennis, Goldsmith, and Yukl however, noteworthy are those other works by Frances Hesselbein and Retired US Army General Eric Shinsekis BE*KNOW*DO, Leadership the Army federal agency (Frances Hesselbein, 2004) and Jason Santamaria, Vincent Martino, and Eric Clemons The Marine Corps course Using Maneuver Warfare to Lead a Winning establishment (Jason A. Santamaria, 2003) because they believe that the business world could ben efit from their shared experiences of the military.While the civilian sector regularly and advantageously pirates top executives from one private company to another or among themselves, the military sector cannot do that unaccompanied because the military must so promote within its own ranks is why military leadership learning is that paramount according to Hesselbein and Shinseki (Frances Hesselbein, 2004). Santamaria, Martino, and Climons first laid down the premise that although business and war are entirely worlds apart, the same principles apply to them because they both thrive in very competitive environments.The authors gave 23 true-to-life civilian examples followed by explanations before proceeding to compare and contrast 23 parallel true-to-life military examples (Jason A. Santamaria, 2003). like the non-original Servant-Leader Greenleaf with his 6th century BCE Tao Te Ching, the non-original Maneuver Warfare Santamaria has his more than 2,500 years ago genius and inf inity of Sun Tzus work The Art of War, especially in targeting critical vulnerabilities, surprise, focus, tempo (speed), and combined arms.The authors ask if they are really natural or universal laws of warfare however, because the concepts are intuitive to the greatest strategists, generals, and CEOs, the authors have endeavored to alter such intuition into a systematic problem-solving approach that the rest of us can clearly perceptiveness and then apply (Jason A. Santamaria, 2003).These authors interchangeably explained the 46 examples in detail the workings of the Marine Corps Way by compressing Maneuver Warfare through these not only 7, but 10 guide Principles which when implemented singly and shortly is very powerful, but all the more deadly when applied in subsets or as an integrated whole (Jason A. Santamaria, 2003). When these situationers are examined closely, potential businesses should achieve breakthrough results (Jason A. Santamaria, 2003).1. Targeting Critical Vuln erabilities (Jason A.Santamaria, 2003) To fervor and to swiftly take advantage of the competitors weaknesses after good studying both the confederative leaders group and the competitors situation (Jason A. Santamaria, 2003). 2. Boldness (Jason A. Santamaria, 2003) When occasion arises to grab that luck to carry out calculated risks which can secure breakthrough results (Jason A. Santamaria, 2003). 3. Surprise (Jason A. Santamaria, 2003) Using surreptitiousness, vagueness, and sham to frustrate the competitors.And for them to outrightly disregard their knowledge of the allied leaders group condition thereby prejudicing their capability to congeal well their assets against the allied leaders group (Jason A. Santamaria, 2003). 4. Focus (Jason A. Santamaria, 2003) Clustering together the allied leaders group materiel at decisive places and times to take advantage of important thriving conditions to meet the allied leaders group needs and objectives (Jason A. Santamaria, 2003). 5. De centralized Decision Making (Jason A. Santamaria, 2003)Designating responsible people for them to make their own judicious decisions nearest the action centers after they have timely and thoroughly assessed firsthand local information about the situation within the mission target area (Jason A. Santamaria, 2003). 6. pace (Jason A. Santamaria, 2003) Recognizing prospective breaks, deciding, and executing plans more swiftly than opponents for the allied leaders group to grab the velocity hand and relegate the enemy to always be on the defensive and always to be woolly by the allied leaders group concerted and coordinated actions against the enemy (Jason A.Santamaria, 2003).7. Combined blazon (Jason A. Santamaria, 2003) Timing the allied leaders group attack in such a way that his groups people, vehicles, equipment with pre-planned sequencing become orchestrated as only one entity whereas, if the allied leaders group use them singly, the effect will not be as dramatic (Jason A. San tamaria, 2003). 8. Integration of Principles (Jason A. Santamaria, 2003) When careful individually, these concepts give the best results when implemented in subsets or all are treated collectively as only one whole (Jason A.Santamaria, 2003).9. Reconnaissance Pull (Jason A. Santamaria, 2003) Reconnaissance pull is an illustration of implementing the concepts in subsets the unintentional reaction is an actual time happening to a golden chance to weaken or smite the enemy, whereby when the possibility is afforded to the allied leader to surprise the enemy, that leader then familiarizes the greater organization towards the situation, with him assuming that leadership function in setting up and applying the attack.Reconnaissance pull covers four of maneuver warfares ten concepts decentralized decision-making, targeting critical vulnerabilities, tempo, and focus (Jason A. Santamaria, 2003). 10. Full Integration (Jason A. Santamaria, 2003) Joining simultaneously all ten concepts togeth er as one combined entity allows the person to effect the greatest outcome with much cut down cost of materiel (Jason A. Santamaria, 2003).