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Michael Provencher

Caroline Sanchez

AP Literature & Composition

10 May 2011

The Importance of Leadership in Today’s Society and Citizens

There is a growing realization in the world today, especially in America. Men and

women from every corner of society—CEOs, individual entrepreneurs, hospital administrators,

and even coaches in extracurricular clubs and sports team—are now searching for one thing

above all in new employees, executives, and members. There is a growing realization that for

the past several decades the most essential quality for the most efficient productivity has been

missing from a vast majority of employees and members. That quality is leadership.

The importance of leadership cannot be undermined. This is underscored by the fact the

leadership is the determining trait that allowed our great country to prosper into its current

grandeur. When one considers the plethora of exemplary leaders that our society has fostered, it

is hard to imagine such a trait not being imbedded in each and every one of us, simply because

we are of the same origin as those who have accomplished great things. Yet when one looks

closer, it is easy to see that they were not merely born with their talents and reputations; rather

each and every one worked tirelessly, often sacrificially, to make their visions become reality. It

is perhaps the unconscious mindset of many today that leaders are born, and it is when this

mentality takes over that a society forfeits its ability to foster the leaders it needs.

Such a reality cannot be allowed in our society, for it would surely be our downfall.

Despite peoples’ ignorance of the fact, conscious or not, leadership is the element which, when

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applied properly, gives purpose and direction in one’s life and creates the gusto that inspires

citizens collectively to create a visionary society.

As mentioned before, there are countless examples in our nation’s history of the above

thesis being proven true: The most notable of which is the founding of our nation. We would

not have become an independent nation if it had not been for excellent leadership and

exceptional bravery of our Founding Fathers. The bravery I speak of is more than the courage to

go into battle. While that certainly was important, it took something more. As Mary Anne

Radmacher once said, “Courage doesn’t always roar. Sometimes courage is the quiet voice at

the end of the day saying, ‘I will try again tomorrow.’” This is the kind of courage that the

soldiers in the Revolutionary war had, needed to continue on in their cause. This kind of courage

was what fueled the leaders of our Revolution to continue on when it seemed that all hope was

lost. From the over 4,500 deaths1 to the dozens of battles lost to the harsh weathers, the lack of

adequate supplies to the daunting reality of the mission at hand, it was the determination in

Radmacher’s quote that enabled the leaders of the American Revolution to take their followers

through all the tribulations and emerge victorious.

What is more, the bravery spoken of in the previous paragraph embodies many of the key

principles of leadership, according to Kevin Cashman’s bestselling classic Leadership from the

Inside Out, Second Edition. The decision to revolt and create an independent nation was

revolutionary for more than just the colonists… it was revolutionary for the world. Never before

had a group so large attempted to the free themselves, and certainly none had ever stood up to

the British Empire, the most powerful of all at the time. And the colonists knew just how

ridiculous what they were attempting seemed; yet they also knew it was the right thing to do, it

was necessary in order to obtain the freedom they deserved. It took a special kind of courage to

1 (Stepping Stones Company)

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merely commit themselves to acting on this desire for liberty, with no precedence and little

assurance that they could succeed. As the saying goes, “All that is necessary for evil to triumph

is for good men to do nothing.” Our colonial ancestors chose to create a better future for their

progeny and they took up the mantle of leadership with little more than a resolute vision of a

better future—perhaps the one feature any good leader must have. Cashman’s second of seven

“mastery areas” to being a leader is “Purpose Mastery” (page 61); this is what those who took a

stand during the American Revolution had developed, and without their definitive purpose they

would not have won the war.

Contrary to the popular motif amongst fictional authors of today, however, leaders do not

arise only in times of great crisis. Rather, they are needed in day to day life to help society

continue to prosper, to ensure that even the seemingly simple operations of a small company, for

example, are carried out by the most efficient means and in a manner that upholds the integrity of

the nation which houses them. Leadership is the foundation that allows capitalism, one of the

key principles of our society, to thrive. It is what allows a small-town romantic to create a

device that initiates an ever-increasing globalization; it is what allows an inconsequential man,

unnoticed by the public’s eye, to make a difference in another man’s life, by merely being a

model citizen, a helping servant, a dedicated guide.

In examining today’s technological kingpins, one can find many examples of both great

and poor leadership. Steve Jobs, founder of Apple, was faced with an unfortunate situation in

which he was ousted from his position of CEO in the ‘80s. Yet he didn’t let this singular defeat

become an ultimate one, and through his persistence he took back his company and further

increased its stocks from $3 to $350. Jobs has also pioneered many technologies that have

revolutionized the technological industry, such as the iPod, the iPhone, and the iPad. Because of

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these, online media purchases are becoming the norm, and there is a growing market for online

publishing. (Sonnenfeld)

This is contrasted with some developments with Google’s leadership that have been

stirring since its founding. Larry Page and Sergey Brin are the cofounders of Google, yet in

order to first get their business started their investors demanded they hired someone for “adult

supervision”; so, they chose Eric Schmidt as their CEO. While Google has undoubtedly reached

soaring heights, some critics believe that Google may be past its golden age. This speculation

comes partly from the increasing competition that Google is facing. Google’s main revenue

comes from the advertising it puts next to its search results, and Google has largely been

unsuccessful in making money through other business ventures. Even its incredible partnership

with Android does not help because it is free software, except indirectly from advertisements on

the phones. Also, Google is challenged by a new, popular search engine, Bing, which has certain

advantages over Google’s.

The conjecture of Google’s decline is also supported by its dynamic regime. From the

beginning, Page and Brin never wanted to share their lime-light with Schmidt—and, as with any

company, they’ve had several run-ins over the years—and now Page is taking over the CEO

position and Schmidt as chairman. Page has openly stated that he feels he is ready to take

control and, fortunately for him, Schmidt has agreed, writing in an article that Page is “ready to

lead.” (Sonnenfeld)

When comparing these two examples of Apple and Google, one can better see the one of

the true tests of leaderships in corporations. It is not merely productivity, how quickly or greatly

a company can ascend. A more long-term criterion must be considered, which is the progression

of the company after the end of its founder or genius figurehead. As Sonnenfeld points out in his

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article “The Genius Dilemma,” Apple is likely in good shape because of how Jobs leads his

company. He does so with great secrecy, “guarding the quality of everything Apple does”; by

bearing the attitude his employees should have that will allow them to continue to generate

advantageous ideas and designs; and [hopefully] by giving due credit to the other great minds

that have fueled his company, so that one who is truly worthy can carry on in his stead when the

time comes. This same hope is not as widely held for Google. In part due to the company’s

difficulty in competing, and in part due to the new regime change, Sonnenfeld suggests that

Google might be headed for a plunge, perhaps because Page is not an effective leader. The Five

Practices of Exemplary Leadership® include 1) modeling the way, 2) inspiring a shared vision,

and 4) encouraging the heart.2 From what one can gather about Page from “The Genius

Dilemma,” he already does not follow three of these five practices—practices which are heralded

and applied worldwide by countless CEOs, presidents, governors, et. al.

While Page’s technical genius is something to be admired, and it certainly did set a bar to

which computer engineers and related professions can strive, genius is not the bar a leader must

reach. It takes much more than the technical know-how of a product to run a company, merely

as a manager. One must have marketing and business skills, public relations skills, and a

plethora of other faculties. As it so happens, Page is renowned for his poor public speaking

skills and he was objected to hiring Schmidt when the company first began because Schmidt had

business skills and he was not technically on par with Page. Being a manager requires so much

more than Page seems to have, and being a leader only entails more. Page has not modeled a

respectable way to achieve what he has—he has frankly been [at least portrayed as] immature, to

say the least. Furthermore, he has not inspired a shared vision within his company. While

obviously the employees all have the goal of developing “more” and becoming a “greater”

2 (Kouzes and Posner 13)

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company, the repetitious failures are evidence that a clear and concise vision was not in place.

The minds of Google do not seem to be sure where they should go, what they should do—a sure

sign of inadequate, if not absent, leadership. Likewise, Page does not seem to “encourage the

hearts” of his employees; rather, he appears to be more focused on his own advancement than

encouraging his teams in ways that will better everyone. (Sonnenfeld)

In short, Page suffers from what Sonnenfeld calls the “heroic mission,” which is

essentially an intensified narcissism. The true test of a leader in a business is not only the

success he or she can generate while present and in command, but that which will follow.

Howard Schultz is a man who truly understands these things, and has moreover been successful

in turning Starbucks into the global influence that it is. Schultz realized that his leadership role

was not about him, it was about nurturing the company. After several years, he left the company

and allowed it to support itself… and, like any great leader, when he noticed it was beginning to

weaken, he stepped back in to help out (not to take control). Perhaps the greatest difficulty a

leader in the business world faces today is finding the balance between rigidity and flexibility:

how to maintain stability enough to prevent collapse under-, while having litheness enough to

adapt to-, the ever-changing world. Schultz says this balancing is “encouraging creativity and

intuition while also insisting on operation rigor and discipline,” a phrasing none could better

word; and Schultz advocates face-to-face conversations with as many people as possible,

“especially in our digital age.” This is a proper example of leadership, and one which Charlene

Li would refer to as “open leadership.”

Charlene Li’s Open Leadership is a revolutionary aide that instructs leaders on how to

use the power of social technology and media to be “open” while maintaining control. This book

provides invaluable knowledge and guidance on an issue that is relatively new to leaders of all

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kinds, and therefore harder to adjust through. Upholding positive inter- and intra-personal

relationships in a business are key to its success. As Li writes, “the second core mind-set of an

open leader is a disposition toward collaboration.” She goes on to write how the main hindrance

of this mind-set is that “as a society we do not value, teach, or encourage collaboration—it’s

simply not part of most leaders’ DNA until fairly late in their careers.” Because of the extensive

competition between individuals, the fact that the majority of assessments are on an individual’s

work, and the occasional group assignments are often only evaluated based on an individual’s

contributions, Li reasons most people “do not have the chance to develop a truly collaborative

mind-set until later,” which can lead to stressful or inadequate relationships that thus create

inefficiency in the workplace. (Li 171)

By extension, Patricia J. Harned, Ph.D. and President of the Ethics Resource Center

asserts in her column the importance of a strong ethical culture within a company. She writes,

“The creation of a strong ethical culture should not be taken lightly by executives, for the sake of

their company’s future, certainly, but also for their own sake. Data from the 2009 NBES clearly

shows the link between the strength of culture and opinions on executive compensation. Among

employees in a workplace with a strong ethical culture 91 percent believed that executive

compensation was at an appropriate level. This number steadily decreases with strength of

culture, to the point where only 20 percent of employees in a weak culture believe compensation

is appropriate. Clearly executives would do well for themselves to foster a better climate in the

workplace.” While this characteristic of a workplace is often overlooked, it is no less important.

The simple fact is, if workers do not feel that the rules are necessary, then they will not abide by

them—they will produce less in quantity and quality, they will begin to act as if there were no

supervision, and the company would ultimately be consumed in anarchy.

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The paradox of these previous business examples of quality and insufficient leadership is

that, while they were miniscule examples in themselves—only referring to a few specific leaders,

and a greater number of employees—the results of said leadership through the companies’ output

would have profound impacts of an endless span, touching customer after customer, particularly

in global business examples, i.e. Google. One can thus see why exemplary leadership is

important to have in a society; but what impact could it have on an individual level?

I have had first-hand experience on this matter. Since the sixth grade I have been an

active member of the Boy Scouts of America, Troop 774; since the ninth grade I have been an

active member in the BSA Order of the Arrow (Scouting’s ‘National Honors Society’), Niganit

Chapter; and since the tenth grade I have been active in BSA Venturing Crew 774. I can say

with the utmost assurance that Scouting has been the most life-changing activity I have ever been

a part of. What is more, if a Scout just puts forth the small effort of being active, I can guarantee

that he will have some of the greatest experiences of his life while unknowingly, at least for a

time, mature in ways that surpass the common boy of today.

This is not merely a sales-pitch, however, my experience has great pertinence to the

topic. When a boy first joins Scouting, he is often of a very young age, typically around eleven,

and just beginning to mature. Scouting creates an environment that allows the boy to mature by

removing negative influences and encouraging the development of virtues by instilling in him

the three principles of the Scout Oath—duty to God, Country, and Self—and the twelve points of

the Scout Law—Trustworthy, Loyal, Helpful, Friendly, Courteous, Kind, Obedient, Cheerful,

Thrifty, Brave, Clean, and Reverent. The ideal Boy Scout troop strives to show the way for all

newcomers, to reveal—and assist, where needed—all who are on the “trail to Eagle.” Bill

George words this purpose similarly in his book True North: “Just as a compass points toward a

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magnetic field, your True North pulls you toward the purpose of your leadership.” (George

xxiii) At this time in a Scout’s life, the Assistant/Scoutmasters and, more importantly, the older

boys are the leaders that initially guide Scouts along their trail. George lists “the five dimensions

of an authentic leader”: 1) pursuing purpose with passion, 2) practicing solid values, 3) leading

with heart, 4) establishing enduring relationships, and 5) demonstrating self-discipline. (George

xxxi)

The Boy Scouts of America helps strengthen its members in these five dimensions.

When a boy first joins a troop, he is filled with passion at the wondrous things he beholds and

experiences; the Scout Oath and Law provide solid values on which the Scout will build his life;

he is urged to always lead with his heart, and he learns how to trust his heart; he has to learn how

to work with other Scouts, of different ages, in order to be an effective team, keeping these

relationships strong over the years; and a Scout most certainly learns self-discipline, being

accountable for his responsibilities, carrying his share of the load, accepting and being part of the

structure of the troop, and generally acting more disciplined in anything one does. In effect, by

Bill George’s standards—and I do support these—positive leadership and leadership

development has a benevolent impact on individual lives, as well, particularly at a young age.

Another crucial skill for effective leaders—and one that I personally find to be the most

difficult to master—is how to apply emotional intelligence. This is the inter- and intra-personal

attributes that enable a leader to truly meet his ends by “identifying, assessing, and controlling

the emotions of oneself, others, and of groups,”3 thereby creating the most efficient workplace.

Reldan S. Nadler, Psy.D. has developed the Leaders’ Playbook. This is an invaluable resource

that helps readers master the four areas of emotional intelligence: self-awareness, self-

management, social awareness, and relationship management. (Nadler 14-15) These abilities

3 (Wikimedia Foundation, Inc. , 2011)

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are the most critical to any leader’s success. One can be the most detailed planner, have the

greatest vision, be a good decision maker4, but if he or she is not even aware of the reality within

and around himself, much less able to manage it, then he or she would never be able to make his

or her vision a reality. Emotional intelligence is far more than just social skills—it is truly being

able to empathize with others, to identify, assess, and resolve conflicts amongst people, and

being able to unite everyone and inspire them to make the vision a reality.

I have often spoken with my Scoutmaster, Kirk Johnson, of these things, both informally

and during Scoutmaster conferences before each rank advancement. Most recently, during my

Eagle Board of Review, I spoke of how his leadership had impacted me. Not only had he and his

troop taught me useful skills and given me unique experiences, but, as a result of his leadership

and those whom he had guided before, I had grown tremendously in my ability to lead others.

Mr. Kirk has always been the ideal example of a leader to me because he has always been

successful in every fashion, most notably his proficiency with emotional intelligence. He has

always had a way with the boys in the troop, no matter whom they actually are, that allows him

to command their attention, without any form of intimidation, and to compel them to complete

their tasks, yet without seeing them as merely work.

It can thus be affirmed that leadership—its presence and proficiency—is indeed the

quality that is essential for creating a better tomorrow, both in society at large and in the

individual lives of citizens. Whether it is found in a global company or a singular household, a

true leader knows what his or her vision is and does all that is necessary to ensure it is met.

4 These all refer to the Leadership Commissions of BSA Venturing Kodiak and Kodiak X Leadership Skills courses,

of which I have taken.

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Works Cited

Cashman, Kevin. Leadership From the Inside Out . San Francisco: Berrett-Koehler Publishers,

Inc. , 2008.

George, Bill. True North: Disocover Your Authentic Leadership. San Francisco: Jossey-Bass,

2007.

Harned, Ph.D., President, ERC, Patricia J. "Column: The Importance of Leadership in Times of

Crisis ." 25 March 2010. Ethics Resource Center. 8 May 2011

<http://www.ethics.org/ethics-today/0310/pat-column.html>.

Johnson, Kirk. Scoutmaster, BSA Troop 774 Michael Provencher. 7 May 2011.

Kouzes, James M. and Barry Z. Posner. The Truth About Leadership. San Francisco: Jossey-

Bass, 2010.

Li, Charlene. Open Leadership: How Social Technology Can Transform the Way You Lead. San

Francisco: Jossey-Bass, 2010.

Nadler, Psy.D., Reldan S. Leaders' Playbook: How to Apply Emotional Intelligence--Keys to

Great Leadership. Santa Barbara: Psyccess Press, 2007.

Sonnenfeld, Jeffrey. "The Genius Delimma." Business Leadership 31 January 2011.

Stepping Stones Company. Fast American Revolution Facts. 2007-2011. 7 May 2011

<1776web.com/trivia.html>.

The Arbinger Institute. Leadership and Self-Deception: Getting out of the Box . San Francisco :

Berrett-Koehler Publishers, Inc., 2010.

The Leadership Institute at Columbia College for Junior League of Columbia. "MODEL

Leadership: Owning Responsibility: The Importance of Vision." n.d. Columbia College.

8 May 2011 <http://www.columbiacollegesc.edu/leadership_inst/pdfs/take_ten2.pdf>.