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e. command (Pruyne, 2001, p. 6), but that “determining how you can abstract a couple of leadership principles that apply across situations without sacrificing an awareness of how the conditions and features involved in management vary between those same contexts” remained elusive (Pruyne, 2001, p. 7). Experts supplied extended number of examples, mostly from the 20th century, demonstrating how management characteristics change over time and vary with context. Therefore future, 21st-century leaders should learn from the confused, occasionally contradictory and still evolving famous development of the idea “leadership, inch in order to sweat the valuable concepts from mistakes and temporary synthetic fads. What seems to persist from the advancement leadership theory over the last 3 centuries, is the fact leaders could be made instead of born no matter inherited socio-economic status, and that while certain traits may be more visible or obvious in individuals who find themselves in positions of leadership however defined, those attributes probably are present in many who also never come across opportunities for leadership deployment, and so environmental factors probably affect how those attributes or qualities are indicated or exhibited. In democracies for example , stakeholder and electorate preferences and objectives constrain who uses up public office and thus exercises leadership, in governance at least, even though business market leaders may convey more personal freedom if they are the controlling business owner. Therefore even the same characteristics may apply in different ways in different environments depending on the framework of the call to lead. What would be inadvisable for the 21st century would be to adopt the paradigms and characteristics created from 18th, nineteenth and twentieth century political theory, before a clear concensus emerges on just what leadership actually is. Since environmental conditions change apparently more quickly annually, the result could possibly be an changing, path-dependent framework where no two commanders are the same enough to derive boiler-plate, bullet point “five forces” – type schema pertaining to the politics and command sciences.
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