Leaders of the society are often considered to be people with outstanding morality and with good and not evil moral standards. In a business setting, a leader is expected to stand in the policies and guidelines of the organization. They should be willing to withstand a tough opposition coming from people with either a personal vendetta or people just competing for the same position in the business premise (Giuliani 125). With the utmost level of sincerity and moral behavior, a leader is expected to be able to unveil truth amidst many untruths spread to them by malicious people. Also, they should be able to initiate an entrepreneurship project with lots of bravery given that many whistleblowers of certain projects often end up being rejected and their projects thrown out of the picture.
Good leaders should learn how to control their emotions and know when to do what is right. Above all, they know how to embrace the intrinsic value of life. Besides, good leaders are often sensitive to information, and it is never in their desires to prick into the destructive emotions or habits which could build up tension in people. Once a leader recovers from a major setback that is the only time you realize that the leader is worth following. This is because for him to recover from such a huge setback, he must have had a great vision for himself and high stakes to make it worthwhile to follow him. In this state, the leader should be steadfast and kind, a trait that illuminates peoples’ hearts and gives them the hope that everything is going to be just fine (Burns 154).
In conclusion, good leaders are often faithful to themselves, and they could be conditioned and trained to carry out that which is required of them. They are both trainers and trainees in the sense that they train and inspire people into living a righteous life, and they are trainees in the sense that despite them being leaders they still learn many things from either experience of just from individual people.
Works Cited
Giuliani, Rudolph W, and Ken Kurson. Leadership. New York: Hyperion, 2002. Print.
Burns, James M. G. Leadership. New York: Harper & Row, 1978. Print.
