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Which ingredients make an effective leader? And what makes some leaders take tragic courses for themselves and their fellowmen?
by Jerold Aust
rime Minister Winston Churchill, addressing
the House of Commons on May 13, 1940, soberly described the Nazi threat to Britain: "I would say to the House, as I said to
those who have joined this government: 'I have nothing to offer
but blood, toil, tears, and sweat. We have before us an ordeal
of the most grievous kind. We have before us many, many months
of struggle and suffering. You ask, what is our policy? I will
say: It is to wage war by sea, land and air with all our might
and with all the strength God can give us . . . That
is our policy. You ask what is our aim? I can answer in one word.
It is victory-victory at all costs, victory in spite of all terror-victory,
however long and hard the road may be, for without victory there
is no survival" (William Manchester, The Caged Lion, Michael
Joseph, London, 1988, pp. 682-683).
Historians have rightly acknowledged the leadership qualities of Winston Churchill. However, Sir Winston didn't become a great leader overnight. Churchill's leadership, like that of many great leaders, was forged in the fires of life's vagaries-great ambition occasionally set back, risky decisions gone awry and jealousy from political opponents.
Luck and coincidence also play their roles in providing an aspiring leader the opportunity to guide willing followers to success. But great leadership isn't easy or cheap. Of himself and his call to lead his country, Churchill said: "I felt as if I were walking with destiny, and that all my past life had been but a preparation for this hour and for this trial" (The Gathering Storm, Houghton Mifflin, Boston, 1948, p. 38.).
Although Winston Churchill descended from the first duke of Marlborough, his path to greatness was neither smooth nor simple. He attempted entrance to the Royal Military College at Sandhurst, but failed twice before enrolling.
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