The Myth Of The Strong Leader

The Myth of the Strong Leader reveals why being a bold, charismatic leader might not be all it’s cracked up to be, showing that we give way too much credit to “strong” leaders and illustrating the problematic consequences this societal pattern entails.

The media tends to portray political leaders as all-powerful and mostly ignores the people working in the shadows around them. This hyperfocus on the person at the top makes people less likely to think about the inner workings of a democratic system.

Leaders start to believe their own hype, and this makes them seem even more powerful to the people watching. For example, Former British Prime Minister Tony Blair wrote in his autobiography that it was him who single-handedly won three elections, and he gave no credit to the Labor Party.

In addition, the public has a mistaken idea that the well-being of their country is dependent on the strength of the character of their leader. Politicians try their best to appeal to this idea, particularly when elections roll around. Politicians commonly call political opponents “weak” and make people view politics as survival of the fittest.

While it’s certainly true that someone who isn’t able to stand up for themself probably won’t do great as a politician, there is far too much focus on strength alone. If you think about it, survival also means that someone knows when it’s time to back away from a dangerous situation.

The author believes that the misconception that we need one strong-willed person running a country means that society is increasingly being pushed toward totalitarianism.

So what are the qualities that a true leader needs? One vital skill is modesty. This allows a leader to take constructive criticism and be better at negotiating with other political figures. Expertise is a vital skill in leadership, but unfortunately, no one person is good at everything. This is why a great leader understands how to listen to the people around them who know more about something than they do. Their circle of advisors needs to include people from a variety of specialties for their expertise to make decisions. One of the reasons Britain’s Margaret Thatcher was so successful was that she was very good at utilizing the experts around her. Sure, she did have some “strong” traits, but she was humble enough to do her research and take advice. She exercised power but frequently consulted with knowledgeable experts first. It is important that experts aren’t just knowledgeable about their field but that they also are in touch with public opinion. It’s not uncommon for strong leaders to only rely on a small group who only wants to please them that aren’t in touch with what…