A leader is one of the vital factors in the success of any activities involving people. The efficient leadership approach, a combination of particular personal skills, contribute to the more productive human resource management within specific structures (Berson & Oreg, 2018). Great leaders are stated to have four essential competencies: a well-cultivated self-awareness, a compelling vision, a real way with people, masterful style of execution. Analyzing each competence and finding the historically significant personalities representing some of the qualities allows for a better understanding of the art of leadership.
The first competency can be associated with Margaret Thatcher, who was able to show perseverance but also understand the position of the opposite side. Ambitious and imperturbable in combination with the improved self-awareness allowed her to strive for her goals. The second competency is inherent to Nelson Mandela. As an active supporter of the armed struggle against the domination of the white minority, Nelson had evident longevity, which helped him change many people’s lives for the better. The third competency can be associated with Winston Churchill, whose effective decisions helped the world to fight against Hitler and his army. Churchill’s oratorical skills helped the British people not to lose their spirit and continue to fight for their freedom. Henry Ford can be described as a leader having the last competency. Ford has been a great innovator in executing efficient organizational management strategies. During his career, he passed all eight levels of managerial art and demanded the same from his subordinates and lower-level managers.
In general, each of the mentioned competencies can be associated with any described leader. The mentioned personality features are inherent to great leaders. The lack of particular competency can lead to irrational management.
Berson, Y., & Oreg, S. (2018). The impact of top leaders’ personalities: The processes through which organizations become reflections of their leaders. Current Directions in Psychological Science, 27(4), 241–248. Web.