Leaders of Expansion (I).
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|The job of any group leader is to manage differences between the members of the group, in order to attain its objectives. At intermediate stages of evolution within a given group, these differences will be mostly of status classes trying to attain preponderance.
A leader found under the expansive phase of the life of an organisation will certainly deal with its corporate matters such as strategy, public image, etc. but will have to deal with a lot of internal affairs. Now, we will concentrate the discussion on these.
Differences, misunderstandings, opposing agendas and other problematic or conflictive situations arise all the time.
As Cervantes wrote in "Don Quixote" there are two kinds of people: those who have and those who have not.
In terms of this particular dissertation, it means that any leader will be faced with two distinct groups of subordinates, surrogates, citizens, or members under his command. These are the aristocrats and the masses, respectively.
Both terms have been used by many authors, and in many cases with a certain degree of contempt or ideological undertones. However, for this discussion, they are quite fitting.
Unjust and unfair situations also develop. In some occasions you, as a leader, will witness very unfair things.
Not only the leader of the group will have to deal with those situations applied to his or her case. Any group lead will also have to mediate in problems surged between others.
Such situations wear down the image of the leader. They weaken the position of the leader even if only because of the need of negotiating and asking for favours from others who owe this person something.
Thus, leadership has an erosive nature that requires constant reconstruction of the leader's image in many different ways.
Macchiavelly spoke about this issue in "Il Principe" when he referred to goodness and democratic leaders, saying that such rulers will always have to spend a lot of money in order to appear good, and in many cases will end spending huge amounts of resources in the meantime.
The less intelligent the members o the group leaded are, the most frequent mistakes will be made by them, the most frequently the leader will have to remind, teach and correct those problems, and consequently, the erosion rate will be higher on such groups.
The less intelligent the members are, the less intelligent the leaders will be because they will either come out of the group as an expression of it, or will be strained with lesser intellectual demands from a group of unintelligent people and consequently, evolve as leaders with attributes of command other from intelligence.
Such groups on the long run will either develop a very high rate of replacement among their leaders, or people whose main abilities to sustain them in power are centred around patience, manipulation of the foolish, as well as private agendas not necessarily along the lines of the group's objectives, but tempting enough to make them withstand the acts and existence of their subordinates in order to get what they want.
These are not good leaders and such an organisation is proper and characteristic of the underdeveloped world. In other words, these are tyrants.
However, the more intelligent the members of a group are, the more they will demand correct answers and advice from their leader, and consequently, the more mental exercise leading such groups will need and in the long run, the more able commanders will evolve there.
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