Burning the identification cards Essay Example for Free

Burning the denomination cards EssayThe leadership style sh proclaim in the 1982 film Gandhi is based non on force or intimidation, besides on a more subtle, inspirational, and principled approach. Where many leaders rely on charm or fear and have moreover their have got benefit in mind, Gandhi led by setting a clear example and aiming to determine his followers and subordinates, setting a solid example and using his powers of persuasion to keep his movement virtuously exemplary, nonviolent, and ultimately successful.Throughout the film, Gandhi follows this approach consistently. For example, at his first public act of civil disobedience (burning the identification cards that South Africa forced Indians to carry), he acts to inspire others to follow his example, though clearly he faces the perils of guard brutality and arrest. At a large meeting shortly thereafter, he uses reason and principle to devolve his audience, some of whom vow to use violence against South Afric an police for violating their rights.He does not have sight of his own commitment to nonviolence and appeals to their sense of superior morality by defying injustice but refusing to answer violence with violence, Gandhi illustrates for the audience both the methods and the intended effects. Later, after he returns to India and becomes involved with the growing pedestal rule and nationalist movements, he sets himself apart from more politically ambitious leaders (like Nehru and Jinnah) by active and dressing like Indias many poor peasants and, again, adhering rigidly to his nonviolent civil disobedience.He does not transmit deviously, compromise himself, use people, or contradict his goals instead, he leads not for his own glory, but for the often greater benefit of India itself. In doing so, Gandhi does not issue orders but certainly commands his followers respect. In my own experiences, I have often responded best to leaders who lead not by using and intimidating their subordi nates, but by consistently following their own principles, clearly conveying why certain things must(prenominal) be done, and never losing sight of the bigger goals.Indeed, this inspires confidence because such leaders do not behave hypocritically or immorally they do not let ego get in the way of life of accomplishing the chief task and assume the same risks their followers face, thus subordinating themselves to their goals without being misled by their own personal ambition or benefit. This relates well to one of my favorite employers, who led by setting examples, instructing, and persuading kind of than bullying. While we were certainly not engaged in any epic struggles, she led in a similarly non-commanding manner, without ulterior motives or excess self-interest.She functioned more as a mentor, instructing kinda than micro-managing and placing the greater pop the question (our tasks and projects at hand) above her own desire for power or authority. Instead of demeaning her subordinates, she related to us directly, giving us credit for our intelligence and feelings and appealing to our sense of right and wrong to get points across. In doing so, she let us focus on our work without creating resentment or undermining us (or the company), and she knew that employees who feel reckon are often more productive.Also, she did not separate herself very rigidly from her subordinates while she did not bring in herself as our friend, she was nonetheless friendly, approachable, and patient. She also assumed some degree of risk by defending her employees, rather than feigning support and then denying it when risks appeared. By treating us as capable, intelligent individuals, rather than devices for her own advancement, and she did not behave with the hypocrisy often seen in employers whose do as I say, not as I do approach is often counterproductive.Like Gandhi, she was often conciliatory rather than directly commanding, which made us feel more at ease and thus o pen to her commands (which appeared more like friendly requests). In general, I find that effective leaders share Gandhis sense of perspective they do not lose sight of the goals they wish to achieve, and as leaders they do not place themselves ahead of what they pauperism to achieve. BIBLIOGRAPHY Gandhi. Dir. Richard Attenborough. Perf. Ben Kingsley, Candice Bergen, Martin Sheen, Ian Charleson, Saeed Jaffrey. Columbia, 1982.