I got this article from this website and it was most interesting.
"As Julia Gillard's popularity plumbs record lows and Tony Abbott seems set to win only because he can hardly lose, it is time to ponder one of the most important, if counter-intuitive, keys to persuasive leadership: humility, the noble choice to hold your power in service of others.
I have waded in the ancient literature on ethics, persuasion and leadership for more than a decade and, more recently, dipped my toe into the impressive modern literature on leadership. One thing is dazzlingly clear: the most influential leadership is character-driven. People follow those whose leadership they truly trust.
The fifth century BC Athenian orator Pericles once lamented how little influence he had compared with the great lawyer and statesman Demosthenes. "When Pericles speaks," he said of himself, "the people say, 'How well he speaks'. But when Demosthenes speaks, the people say, 'Let us march!' " What explains the difference between mere rhetoric and compelling leadership? Aristotle, who wrote a defining text on ''influence'', said: ethos, or character.We believe good-hearted people to a greater extent and more quickly than we do others. Character is almost, so to speak, the controlling factor in persuasion.
Aristotle also makes a distinction between the leader's character and his or her mere reputation, position or authority. One could be an ancient Greek senator or a modern business guru and it would not count nearly as much to an audience (or an electorate) as the perceived integrity and authenticity of that leader.
Harvard's leadership guru Professor John Kotter makes the same point: moral credibility is key to influence. "Many things contribute to credibility: the track record of the person delivering the message, the communicator's reputation for integrity and trustworthiness, and the consistency between words and deeds." This inevitably means people watch leaders' lives, not just listen to their words.
A military commander known to put the troops before his ambition will be able to persuade soldiers to do something that might otherwise seem incautious. A coach known to be fair is unlikely to be accused of favouritism or self-interest when he makes a contentious substitution. An executive widely appreciated for listening to staff before making critical decisions will gain a hearing from employees when she announces reshuffles and lay-offs. A prime minister or opposition leader who seems to have the nation's interests at heart above all else is likely to be trusted even when people disagree with the policies.
I found this principle at work on me when I was involved in a historical documentary for Australian television a few years ago. I had the opportunity to interview about a dozen international scholars, all at the top of their respective fields. Some had an air of self-importance; others seemed strangely humble. Professor Richard Bauckham, then of the University of St Andrews in Scotland, is a pure polymath: comfortable in eight languages, author of more than 30 books and competent in fields of historical inquiry I hadn't even heard of before reading his works.
When our crew arrived, we were taken aback by Bauckham's very gracious demeanour and his simple offer of tea and coffee for the crew. He disappeared for a few minutes - we thought to pass the order on to one of the college staff - then returned with a tray, having made everything himself. He handed the drinks out, then sat down for one of the most erudite interviews of the series. It was a small human courtesy, but very striking in the context.
The effect was real and unexpected. Months later, while working on another project, I reached over to my bookshelf to consult Bauckham on some contentious historical detail and found myself firmly persuaded by his point of view. His arguments seemed strangely more compelling than those of others, including some of the others I had met and interviewed. Only when reflecting on Aristotle's ideas about influence did I become fully aware of my "bias". It wasn't just that I had met him; it was my lasting impression that this senior academic was also a humble, ''good-hearted'' man.
In academia, business, sport and perhaps especially in politics, a leader's humility can exert a powerful, if intangible, force. Those in the influencing business should remember one golden rule: the most persuasive person is the one we believe has our best interests at heart."
John Dickson is the author of Humilitas: Lost Key to Life, Love and Leadership. He is a senior research fellow of the department of ancient history at Macquarie University.
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