Free Leadership Critical Thinking Sample

Gulan’s article “what makes a leader?” offers critical insights regarding the most outstanding leadership trait. In fact, the article notes that leadership success is primarily based on an individual’s emotional intelligence. Gulan offers five critical elements of emotional intelligence. Above all, self-awareness is one of the most comprehensive trait of emotionally intelligent leaders. Self-awareness allows leaders to identify their strengths and weaknesses. As such, they can maximise their strengths will streamlining their weaknesses in order to create ample opportunities for success. The second remarkable trait of emotionally intelligent leaders is self-regulation. This attribute allows leaders to manage unexpected occurrences in their leadership realms and identify reasons that precipitated such occurrences; hence, minimize such occurrences in the future. Thirdly, emotionally intelligent leaders make excellent leaders because they are often highly motivated and demonstrate an innate desire to excel. Finally, emotionally intelligence assures that leader’s exhibit empathy and social awareness, which makes them connect well with their sub-ordinates. This assures maximum co-operation from the sub-ordinates, which is an epitome of leadership success.
The notions contained in the Gulan’s article relate in a number of ways with the notions contained in the other three articles. To be precise, Bianco, and Schermerhorn’s article delve on the notions that self-regulation is a main basis and foundation of strategic leaderships. As such, it concurs with Gulan’s arguments, which indicated that self-regulation is a notable feature amongst emotionally intelligent leaders who make food leaders. In addition, Nesbit article, asserts that self-directed leadership is the foundation of exceptional leadership. On a similar note, Bandura’s article focus on self-influence as an example of exemplary leadership. From this analysis, the three article support the primary fact that self-understanding is a critical feature that allows leaders to be well aware of themselves and others; hence, design operations that match their capabilities and those of their followers.