William Wilberforce: The Definition Of A Leader

What a Leader Is

Leadership is intricate and multifaceted, evidenced by the diversity of definitions assigned to it. Brady and Woodward suggest looking beyond the definitions to better understand the complexity of leadership. They call us to look beyond a definition of leadership and consider the why and how of leadership. First, they ask the reader to consider not only why people pursue leadership, but also why people continue in leadership. While the answer to question one may reveal the selfish nature of potential leaders, the second reveals the altruism of great leaders; the desire to serve and empower others to face challenges and correct problems (Brady, & Woodward, p. 19). As an extension of this question, the authors challenge

At just twenty-eight and as a young Parliamentarian, William Wilberforce stepped forward as the unlikely champion for the abolition of both slavery and the slave trade across the British Empire. Arising from a personal experience with God, this call consumed the next forty-seven years of his life. Although this dream would destroy health, career, and reputation; Wilberforce's commitment never wavered. It was this depth of character that infused his messages on the depravity of slavery with such credence; to illuminate public discourse, transform popular opinion, and finally revolutionize political perspectives. But this triumph was not just the product of one man's stamina and character; Wilberforce understood the power of community. This community not only stood alongside him in the face of opposition, but also provided the moral and emotional support required to endure the conflict. Also, among these compatriots were individuals helping to hone both the spiritual and social message of reform for which other recognized him. William Wilberforce personified these three essentials of great leaders; he was hungry, hone-able, and

104); both internal growth of character and external growth of influence. Although internal or personal growth is often slow and seldom visible to onlookers, it is prerequisite to the external victories of leadership (Covey, 2004, p. 51). To simplify this growth process, the authors have clustered required personal skills in three general categories for easier comparison. First, character growth is critical in leadership, because we become is more significant than what we accomplish (Brady, & Woodward, 2005, p. 106). A second area of personal growth, they designate tasks, focuses on developing necessary skills to accomplish the work; including responsibility, availability, tenacity, and execution. The final focus of internal advancement is relational growth; simply the ability to relate to and develop genuine connections with