Running head: M4: LEADERSHIP MODEL PAPER 1

M4: Leadership Model Paper

Lisa L. Woodward

A.T. Still University

Larry Olsen, D.P.H.

July 8, 2012

M4: LEADERSHIP MODEL PAPER 2

M4: Leadership Model Paper

“Tis a lesson you should heed, try, try again. If at first you don’t succeed, try, try

again. Then your courage should appear. For, if you will persevere, you will conquer, never

fear; try, try again (Bennett, 1993, p. 532).

Many characteristics come to mind when considering the attributes of an effective leader.

Among many traits a person must possess the ability to be trustworthy. Determinants for

building trust include, “strength, likeness, warmth, and coping with imperfections” (Cloud, 2006,

p. 92).

A tell-tale sign of strength is the admission of fault and owning mistakes. People who are

honest about falling flat on their faces are more likely to pick themselves up and carry on

avoiding the same mistakes of the past. Personal testimony offered by a leader to his or her

subordinates going through trying times may offer encouragement and inspiration. This is the

skill of building “bridges of both power and vulnerability” (Cloud, 2006, p. 92).

Inspirational author Og Mandino wrote a book called “A Better Way to Live” in it he

quotes John F. Kennedy, “Life isn’t fair. It never was and never will be” (Mandino, 1990, p. 31).

Keeping this in mind every person who does not start out with a good home, parents who teach

children the appropriate ways to live and behave would do well to remember, life isn’t fair, so

most people have to work harder.

Mandino shares the history of his darkest time, “heartbreak, tragedy, financial

embarrassment, love lost, promotion bypass, termination of employment, divorce, defeat, lack of

education, feelings of inferiority, drugs” (Mandino, 1990, p. 31). A drunk standing in the rain

staring in the window of a pawn shop contemplating buying a hand gun somehow turned his life

around to find prosperity and great success.

M4: LEADERSHIP MODEL PAPER 3

On the brink of suicide Og has an epiphany, he wanders away from the pawn shop

window and finds himself at the entrance of a public library, and something happened. He began

to try. A bestselling author he admits, “even the most successful people, the most acclaimed and

honored individuals in the world, have had to survive chapters of failure and hopelessness”

(Mandino, 1990, p. 31).

Sharing mistakes with others shows vulnerability and humanness. It is difficult to

imagine working for someone who is perfect and who has never made a blunder. Although few

people would believe consciously an employer or leader has never goofed, some leaders are

apprehensive to disclose failures for fear of losing trust or respect (Mandino, 1990, p. 61).

Ability to identify and reveal “likeness” can show a leader is not a robot, and for the vast

differences he or she may have in contrast to those who are led, he or she is a regular person who

screws up sometimes too. “Defeat. What is it? Nothing but a little education, nothing but the

first step to something better. The only people who never fail are those who never, never try”

(Mandino, 1990, p. 61).

In addition to strength and likeness is warmth. A sour disposition toward those in our

charge creates a negative environment and low morale. If employees are not happy the culpable

party is usually the boss. Approachability with, “a basic feel toward others [that] is positive and

kind” (Cloud, 2006, p. 93).

In a democratic society we elect leaders who are better received when they address the

issues that afflict the common man. A dictator is less than approachable and takes counsel from

few if any advisers. One of many benefits to being a citizen of the United States is the ability to

vote, write letters, and voice concerns.

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At its inception the democratic United States government was a marvel for the rest of the

world. In 1831 French Alexis de Tocqueville travelled to the United States to assess the pros and

cons of democracy. Tocqueville wrote,

When men feel a natural compassion for their mutual sufferings – when they are brought

together by easy and frequent intercourse, and no sensitive feelings keep them asunder, it

may readily be supposed they will lend assistance to one another whenever it is needed.

When an American asks for the cooperation of his fellow citizens it is seldom refused, I

have often seen it afforded spontaneously and with great good will” (Bennett, 1993,

p. 181).

Tocqueville goes on to discuss the positive aspect of having nearly equal social classes

and that citizens have recourse to make known concerns to high ranking officials. While warmth

maybe the smoke and mirrors of a good public relations person, citizens do appreciate having a

leader who lends his or her ear to prescient issues important to the average person (Cloud, 2006,

p. 93).

It is assuredly easier to recount the events of disasters gone by. Although it is a blessing

to learn from mistakes, the resilience, and inner strength it takes to move on is paramount to

overcoming failures. A storm hits, white water crashes and in spite of all best efforts the ship

sinks. If your ship is at the bottom of the sea, a positive attitude is a good thing to have.

“Success is how high you bounce when you hit the bottom” (Thomas, 2008, p. 17).

The article “Inside the crucible: learning and leading with resilience” by Robert Thomas

(2008) was written to show what great leaders do in the clamor of a crisis. Sometimes the

catastrophe cannot be thwarted, but the ability and willingness to accept setbacks creates

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limitless possibilities. Leaders who, “face those directly and deal with them…are integrating

imperfection with problem solving and overcoming” (Cloud, 2006, p. 93).

More than being competent and authoritative a leader can demonstrate strength through

his weaknesses. Allowing employees to see the human side is an effective way to relate and

bring a team closer together with a renewed sense of purpose. Sharing personal accounts of

“look how far I’ve come” can inspire others to keep trying. Every endeavor will not succeed, but

a great truth from the past echoes in encouragement, “if you want to succeed, you must learn to

live with failure” (Mandino, 1993, p. 60).

M4: LEADERSHIP MODEL PAPER 6

References

Bennett, W. (1993). The book of virtues: a treasury of great moral stories. New York: NY:

Simon & Schuster, Inc.

Cloud, H. (2006). Integrity: The courage to meet the demands of reality. New York, NY: Harper

Collins.

Mandino, O. (1990). A better way to live. New York, NY: Bantam Books.

Thomas, R. (2008). Inside the crucible: learning and leading with resilience. Harvard Business

Review. Boston, MA: Harvard Business Press.