In its premodern form there is a leadership style that is quite influential—and often quite controversial. This style is founded on COURAGE. A person is assigned this form of leadership because the family, clan, group or organization in which he or she lives or works is confronting a major challenge (the enemy) that is very strong (not easily conquered) and quite menacing (serious in its intention to be victorious). This person is assigned a leadership role not only because he or she has demonstrated experience as a skillful tactician and strategist against this enemy (or a similar enemy in the past), but also because he or she is brave and willing to risk his or her own welfare (even life) in order to defeat the enemy.
Alexander the Great exemplifies this style of leadership (as well as the premodern style of leadership that builds on wisdom). He was truly a “courageous” leader and used much of the wisdom he had acquired as a student of Aristotle and much of his credibility as the son of Phillip of Macedonia to wage war against many enemies throughout the Mideast and Asia. Alexander apparently was physically quite impressive—as are many premodern courageous leaders. Research has shown that leaders tend to be taller than non-leaders (George Washington being an excellent example) and usually physically stronger or more skillful than other people. The original qualifications of the prestigious Rhodes scholarship illustrate this premodern focus. Recipients of the highly competitive Rhodes scholarship were to be not only academically gifted—they were also expected to be active in competitive sports. While courageous leaders are usually not actively engaged in competition against their enemy (they remain safely away from the battle zone), they should be capable of competing against the enemy.
While premodern leadership that builds on wisdom usually comes with a prestigious education, we are more likely to find that courageous leaders receive training that prepares them to fight against the enemy. It is much harder to defeat an enemy with a carefully worded argument than to defeat an enemy with a well-fought battle. Obviously, most of the battles being fought in contemporary organizations do not require the wielding of a sword; however, we do find that the courageous leader has been taught something about tactical and strategic planning as an MBA student or as a participant in management development programs within their organization. The knowledge needed to be effective as a tactician or strategist can, apparently, be taught and there are specific planning tools and procedures that are available through management training programs. While courage can not be taught –just as wisdom is not readily acquired—there are ways in which the courageous type of premodern leader can prepare ahead of time for battle. It is not enough, in other words, to be a courageous warrior. One must also be a cunning warrior.
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