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Essay / Research Paper Abstract
This 6 page paper discusses the question of whether leaders control events or are controlled by them, and argues that both scenarios apply at different times. Leaders are likely to control events when they begin, then find they have gone out of control. General Custer, Adolf Hitler and Pres. Bush are used as historical examples of leaders whose policies have gotten away from them. Bibliography lists 7 sources.
Page Count:
6 pages (~225 words per page)
File: D0_HVLeadCn.rtf
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Unformatted sample text from the term paper:
to the same event. Research The topic is a tricky one to research because its difficult to formulate useful search parameters. Combinations like "+leaders +control events" and "+events +control leaders"
and variations thereon havent turned up much useful material; what there is is non-specific. Because its proven impossible to get good information, it seems the most useful course of action
is to summarize what we do know, and then turn to several historical examples, picked at random, and see what they can tell us about the subject. Discussion We
turn first to a discussion of leadership. According to one source, "[L]eaders have focus and vision. They are talent brokers who hire and retain the best and brightest people. They
challenge the status quo but know when to embrace risk and when to walk away from it." (Madigan, 1999). In addition, leaders are adept at using "language as a tool
that can shape and influence the behavior of others" (Madigan, 1999). This is certainly true of one of the leaders well consider, Adolf Hitler. Why Hitler? Because he is so
prominent in the history of the 20th century. Lets also use George Armstrong Custer and the current President, George W. Bush. The paper is to short to do a complete
survey of history so taking three disparate examples seems reasonable. As for whether or not leaders control events or vice versa, another source says that we all try "to keep
pace in an unstable world. As events spin out of control, leaders can become unbalanced" after which "maintaining a sense of stability can be challenging at best" (Dixon, 2005). She
goes on to say that anxiety and stress mount "as leaders cope with constant pressures to control the uncontrollable" (Dixon, 2005). And then she says bluntly: "Control is an illusion.
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