Page 7 - Oct Nov 2017

Leadership Principles of the Warrior - Series Twelve Leadership Ascendency (Part 4)

ter what others have, or
know, or think or behave
in certain ways? A leader

has his or her own way.
P Conflict arises between

O the forces of contrived
L conformity in recipro-

I cal “herd mentality”, by
C inflicting a sense of “to-
E getherness”, versus the

liberation of ascending
B individuality.

R Leadership does not
U embrace prospects of
T dependence but rather

A Photo Courtesy of google.com fosters creativity through
L With just a focus on by manipulations of power collaborative interde-

I American cultural refer- and control weaknesses, pendence. One does not
T ences, a serious debase- undermines the potential- move into their new office
Y ment of management and ity of unleashing profound or work area with the idea

supervision is foolishly possibilities. they are living there with

subjugated by a critical an “extended family”. It is
lack of leadership. Cow- Emotionalism misplaced simply not another “home
ardice intentionally stifles and exaggerated by op- space” for all manner of

innovation and creativity pressive inclinations to emotional attachment to
where the confines of the maintain domination over an elusive perspective of

“box” have no barriers, others, projects the infan- an exclusive “tribal com-
wall or adversarial bound- tile necessity of dysfunc- munity”. Nothing lasts
aries. Fear robs the imagi- tional self-gratification. forever, as the ending

native frameworks by its Leaders move beyond self comes quickly.
micromanaging counter- and transform selflessness

productive interference. into an evolving person- By putting the workplace
The lazy acquiescence to ality not predisposed to in proper perspective, the
the mundane entrench- anxious moments of hesi- leader sets about to learn

ment of customary rituals, tance. What does it mat- through competent col-

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