Presidents of the United States on Leadership

Abstract

This study analyzes US presidential statements on leadership since Franklin Roosevelt. Results indicate that presidents define leadership as visionary, goal oriented, moral, principles based, a responsibility, and a search for the common good. Such definitions typically involve the world of ideas and ideals, which seems to lean more toward a more passive leadership role. However, presidents frequently complement these definitions with discussions of what leaders do, clearly establishing leadership as active rather than passive. Such discussions most often focus on decision making in leadership and the necessity of persuasion to facilitate decisions once made. Finally, presidents emphasize the reciprocal nature of leadership and the necessity of collaboration in leading, particularly given the ultimate importance of and focus on people. This idea of leadership typifies a western/Anglo understanding of leadership not always consistent with other cultural definitions.

Do Communication Abilities Affect Promotion Decisions? Some Data From the C-Suite

“…Other limitations include the U.S.-centric focus. Furthermore, this study makes at least two assumptions that could be challenged: that executives are sufficiently self-aware to describe accurately their decision criteria (Carpenter, 2007, p. 270; Hogge, 2001, p. 374; Nisbett & Wilson, 1977; Taylor, 1975) and that human memory is fully reliable (Manzoni, Vermunt, Luijkx, & Muffels, 2010; Van der Vaart & Glasner, 2011). Finally, studies of communication abilities have frequently failed to distinguish sufficiently between various forms of communication at either a macro level (e.g., interpersonal skills, oral presentation skills, writing skills) or a micro level (e.g., making conversation, participating in meetings, conducting interviews, meeting new people).…”

Proactive and Reactive Styles of Palestinian Presidents Leadership in Times of Crisis

“…By analyzing around 400 presidents' statements [56]; presidents have spoken about what leaders should do and what leadership is. Presidents through their statements have defined leadership as goal-oriented, a responsibility, morality, visionary, principles-based, and a search for the common good.…”

“…Presidents through their statements have defined leadership as goal-oriented, a responsibility, morality, visionary, principles-based, and a search for the common good. However, presidents mostly complemented these definitions with more discussions about what leaders do [56]. The essence of the presidency is leadership, but effective presidential leadership prioritizes national demands against pressures of their partisan [57].…”

Distinctly lonely: how loneliness at work varies by status in organizations

“…More identification of these scripts is therefore necessary in order to better understand the social construction of loneliness by organizational actors. This paper adds specification to the literatures on loneliness (Cacioppo, Grippo, London, Goossens, & Cacioppo, 2015;Firoz & Chaudhary, 2021;Firoz, Chaudhary & Khan, 2020;Heinrich & Gullone, 2006;, the loneliness associated with management roles (Ashman & Lawler, 2008;Carpenter, 2007;Chen, Wen, Peng, & Liu, 2016;Collinson, 2005;Davenport, 2015;Methot, LePine, Podsakoff, & Christian, 2016;Zumaeta, 2019), emotions in organizational life (Ciftci, 2021;Wegge, Van Dick, & von Bernstorff, 2010; see Ashkanasy & Humphrey, 2011;Barsade & Gibson, 2007 for reviews), and emotions and leadership (Humphrey, Pollack, & Hawver, 2008;Jung, Song & Yoon, 2021; for reviews, see Gooty, Connelly, Griffith, & Gupta, 2010;Rajah, Song, & Arvey, 2011). This objective is accomplished by uncovering specific prototypical scripts-namely the need for emotional connection and the need for meaningfulness-that are differentially generative of loneliness for managers and employees, respectively.…”