PERCEPTION
Perception has proven to be a strong foundation for individual conception and also their natural inclination to different subject matters that are still subjective to their current knowledge and culture, which did not do justice to a lot of these issues. One such subject matter that has found its way into this ever-growing list of topical discussions is leadership. Many intellectuals and wise men and women have defined leadership from the perspective of deep thinking, life, and practical experience, but little has come of it in terms of application by the many who have both heard and read such speeches and writings, and therein lies the problem: the nature and characteristic application of the intent and concept of leadership is in reality more convoluted than we thought. The attempt to give it a singular definition without considering the context will never bring out its essence. As a quick disclaimer, I am not suggesting that leadership cannot be defined in generic terms; rather, I believe that we should strongly emulate and nurture its intrinsic characteristics rather than define it. In order to respond to the question, “What is leadership?” Even if I don’t receive your comment right away, I’d love to read it in the chat box. Before I go into my own ideas on this, I’d want to state that leadership, however you define it, can only produce the best results if you have the right beliefs and habits, since in reality, you have to live it to properly teach it. Leadership is the ability to give external things direction as a result of profound internal foresight. In other words, a leader must supply direction from foresight, and here is where the gray line exists because many individuals in leadership today are unable to do so. Have you given any thought to why we have a leadership crisis in every sector today? I call it a leadership problem because that is exactly what it is: societal decay, economic sabotage, family mismanagement, and today’s human mishaps affecting livelihoods in many parts of the world are all a result of poor leadership. And the reason for this is simple: you can’t offer what you don’t have, and effective leadership requires you to do what you want others to do. Not only must the leader take the initiative to begin, but he or she must also take the initiative to instruct. I strongly believe that leadership is critical to human and systemic progress, but I would like to emphasize the need for a reorientation of our attitude and understanding of leadership, which transcends any positional connotation or cultural disposition. It is past time for us to awaken to this obligation and reengineer our subconsciousness to the predisposition of the leadership potency in us, while building intrinsic value and nature that will support our extrinsic proclamations when it matters.
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