What is *How to Be a Leader* by Plutarch about?

*How to Be a Leader* compiles Plutarch’s timeless essays on leadership, blending philosophical insights with historical examples from figures like Alexander the Great and Julius Caesar. It emphasizes rational decision-making, ethical motivation, and self-control as foundations for effective leadership, while warning against vanity and power-seeking.

Who should read *How to Be a Leader*?

Aspiring leaders, policymakers, and students of philosophy or history will benefit from Plutarch’s wisdom. The book suits those seeking ethical guidance for modern leadership challenges, particularly readers interested in classical philosophies applied to contemporary governance or organizational management.

Is *How to Be a Leader* worth reading?

Yes, Plutarch’s principles remain strikingly relevant, offering actionable advice on persuasion, career management, and moral integrity. Its blend of historical biography and philosophical rigor makes it a standout resource for timeless leadership strategies.

What are the main lessons from *How to Be a Leader*?

Key lessons include: - Lead with reason, not emotion or glory-seeking. - Cultivate self-control and avoid envy. - Learn from mentors and historical precedents. - Engage in politics only with serious intent, not as a pastime.

How does Plutarch define a good leader?

Plutarch defines a good leader as someone guided by moral philosophy, rational judgment, and a duty to society. Leaders must prioritize ethical decision-making over personal ambition, using historical examples and philosophical training to navigate challenges.

What does Plutarch say about education for leaders?

Plutarch argues leaders require education in moral philosophy to develop wisdom and self-awareness. An “uneducated leader” risks poor judgment, while training in ethics fosters resilience against corruption and impulsive actions.

How does Plutarch compare young and old leaders?

In *Should an Old Man Engage in Politics?*, Plutarch asserts age brings wisdom but stresses that effective leadership depends on mindset, not age alone. He advises older leaders to mentor youth while staying active in governance through reasoned deliberation.

What historical examples does Plutarch use?

Plutarch draws on Greco-Roman icons like Pericles (prudence), Alexander the Great (ambition tempered by strategy), and Cicero (rhetorical skill) to illustrate virtues and pitfalls of leadership.

How to Be a Leader

An Ancient Guide to Wise Leadership

Plutarch

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Overview of How to Be a Leader

Ancient wisdom meets modern leadership in Plutarch's timeless guide. While Machiavelli taught power, Plutarch champions moral character and reason - virtues still revered by today's leadership coaches. What leadership secret did Alexander the Great know that most CEOs still haven't discovered?

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Chapter 1

The Timeless Art of Leadership: Plutarch's Wisdom for Modern Leaders

In a world obsessed with quick fixes and overnight success stories, Plutarch's ancient wisdom on leadership stands as a powerful counterpoint. Written nearly two millennia ago, his essays on leadership have influenced figures from Shakespeare to Benjamin Franklin, and continue to shape our understanding of what makes a truly great leader. What's particularly striking is how these principles transcend time - the same qualities that made effective leaders in ancient Greece remain essential today. As Barack Obama once noted during his presidency, Plutarch's writings were among the classical texts he turned to for guidance during challenging moments of decision-making.

Chapter 2

The Foundation of True Leadership: Putting Community Before Self

Imagine being a wealthy, well-connected intellectual with access to Rome's elite circles, yet choosing to personally oversee local infrastructure projects in your small hometown. This was Plutarch - a man who embodied his core leadership principle: the city before self. In his Greece of the first century CE, cities maintained semi-independence under Roman rule, managing their internal affairs while acknowledging imperial authority. Within this context, Plutarch developed his leadership philosophy. The cornerstone of Plutarch's approach is that leaders must subordinate personal interests to the community's welfare. This isn't mere altruism - Plutarch argues that individual and collective prosperity are fundamentally inseparable. A thriving community benefits all its members, while a declining one eventually harms even its most privileged citizens. We see this principle at work today when businesses recognize that investing in employee wellbeing and community development creates sustainable success rather than just quarterly profits. Plutarch's perspective was uniquely informed by his position as both a Greek native and Roman citizen. This dual identity gave him insight into both the practical realities of leadership within constraints (as Greeks operated under Roman authority) and the philosophical ideals of good governance. His approach combines pragmatism with principle - acknowledging power structures while maintaining that virtue must guide how that power is wielded. This balance between idealism and realism makes his advice particularly valuable for modern leaders navigating complex organizational and social landscapes.

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Chapter 3

The Educated Leader: Philosophy as Leadership Training

For Plutarch, the difference between a tyrant and a true leader lies in education - specifically, philosophical education that develops moral reasoning. An uneducated leader, he warns, inevitably becomes a prisoner of their own impulses and fears. They view constituents as threats rather than partners, becoming paranoid and controlling. We've seen this pattern repeat throughout history, from ancient despots to modern authoritarian leaders who isolate themselves while claiming absolute power. The antidote is philosophical training that cultivates Reason (Logos) - the capacity to control emotions and impulses through rational thought. This doesn't mean becoming coldly analytical, but rather developing the self-mastery needed to act deliberately rather than reactively. Think of how the most respected leaders maintain composure during crises while others panic. This isn't just temperament but a practiced skill of emotional regulation guided by rational principles. Interestingly, Plutarch presents the ideal leader as someone who embodies godlike qualities - not in the sense of demanding worship, but by manifesting pure Reason and moral virtue. Just as the sun illuminates the physical world, virtuous leaders illuminate the path for citizens through their example. This reflects a profound insight: leadership is fundamentally about who you are, not just what you do. Policies and strategies matter, but they flow from the leader's character and values. When we think of transformative leaders like Nelson Mandela or Mahatma Gandhi, their moral authority came not just from their political positions but from their embodiment of the principles they espoused.

Chapter 4

The Two Paths to Political Prominence

For those entering public service, Plutarch identifies two distinct career paths, each with its advantages and pitfalls. The first is the path of brilliant entrance - launching one's career with some spectacular achievement that immediately captures public attention. This approach brings quick recognition and often avoids the envy that gradual advancement attracts. We see this strategy today when entrepreneurs make dramatic market entries or when politicians rise to prominence through bold, attention-grabbing initiatives. The second path involves attaching oneself to an established leader - learning the craft through apprenticeship while gradually building reputation and connections. This approach provides valuable mentorship and reduces early mistakes, though it requires patience and humility. Modern examples include executives who rise through corporate hierarchies or political figures who serve in successive offices before seeking higher positions. Crucially, Plutarch warns that when following a mentor, one must choose wisely - not merely someone powerful, but someone virtuous who nurtures rather than suppresses young talent. He contrasts Sulla, who elevated promising young men like Pompey, with Marius, who grew jealous of rising stars. This dynamic remains familiar in organizations where some leaders develop their successors while others undermine potential rivals. The lesson? Find mentors who are secure enough in their own achievements to celebrate yours.

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Chapter 5

The Delicate Balance of Political Friendships

Leadership inevitably involves building alliances and managing relationships. Here, Plutarch warns against two dangerous extremes. The first is Cleon's approach of severing all friendships upon taking office - a misguided attempt at impartiality that leaves one surrounded by flatterers rather than honest advisors. The second is Themistocles' error of prioritizing friends' interests over public welfare, which corrupts governance and betrays public trust. The wise middle path involves selecting friends who share your commitment to the common good, treating them as "living and thinking tools" that help rather than hinder virtuous leadership. This requires discernment about which relationships to maintain and how to set appropriate boundaries. Modern leaders face this challenge constantly - maintaining productive professional relationships while ensuring decisions serve organizational or public interests rather than personal connections. Plutarch offers a practical test: would you refuse a friend's request for an unjust favor? Themistocles, despite his flaws, correctly told Simonides, "a civic leader who violates the law in granting a favor is unfair." This principle remains essential in combating corruption and favoritism. A leader's reputation depends not just on their own actions but on those of their associates - as Solon discovered when his friends abused his confidence about debt cancellation to profit unfairly.

Chapter 6

Managing Political Enmity with Grace

Conflict is inevitable in leadership, but how we handle opposition defines our character and effectiveness. Plutarch praises leaders who separated personal feelings from public responsibilities - like Themistocles and Aristides who set aside their rivalry when serving abroad, or Cretinas who offered to either lead or step aside during war to prevent discord from weakening his city. The most admirable approach comes from figures like Phocion and Cato, who brought no personal animosity to political disagreements. They remained firm on matters of principle but maintained courtesy in personal interactions. This combination of principled opposition and personal respect creates the conditions for productive disagreement rather than destructive conflict. Modern leadership often lacks this distinction between opposing ideas and opposing people. When disagreement becomes personal, it poisons organizational culture and prevents collaborative problem-solving. Plutarch's wisdom suggests we should vigorously debate ideas while maintaining basic respect for opponents as fellow citizens working toward common goals, albeit with different approaches. Perhaps most striking is Plutarch's advice to acknowledge opponents' virtues and defend them against false accusations. Even Nero - hardly a model ruler - once supported his enemy Thrasea against unjust charges. This magnanimity strengthens rather than weakens leadership by demonstrating confidence, fairness, and commitment to truth above factional advantage.

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Chapter 7

Distributing Power: The Art of Delegation

How should leaders approach their responsibilities? Some ancient leaders, like Cato and Epaminondas, believed good citizens should engage with every aspect of governance, elevating even minor offices through their dedication and personal attention. They would personally oversee everything from military strategy to municipal maintenance. Others, like Pericles, reserved themselves for important matters while delegating routine tasks, believing that a leader's time and energy should be strategically allocated. Plutarch rejects both extremes, advocating strategic involvement based on importance and expertise, while maintaining sufficient oversight to ensure accountability. The effective leader distributes power appropriately, assigning tasks to qualified subordinates rather than attempting everything personally. This approach recognizes both human limitations and the value of developing others' capabilities. Pericles exemplified this by sharing responsibilities with Cimon in Athens, acknowledging their complementary strengths - Pericles excelled in domestic policy while Cimon's military expertise made him better suited to lead campaigns. This partnership demonstrated how delegation based on competency rather than ego creates stronger leadership outcomes. Modern organizational theory confirms this wisdom - effective delegation multiplies a leader's impact while creating development opportunities for others and building organizational resilience through distributed expertise. Plutarch also advises strategic management of political disagreements - sometimes allowing and even encouraging genuine differences among allies on minor matters while coordinating on major issues. In Athens, this manifested as different political factions maintaining distinct positions on local matters while uniting on crucial issues like defense and foreign policy. This prevents the appearance of a monolithic power bloc that might trigger suspicion and resistance from both allies and opponents. The approach also helps maintain authentic dialogue and prevents groupthink, as demonstrated when Pericles allowed open debate in the assembly even on his own proposals. Today's leaders similarly benefit from creating space for healthy internal debate rather than demanding lockstep agreement on every issue, recognizing that diverse perspectives often lead to better decisions and more sustainable solutions. Successful delegation requires careful attention to matching tasks with capabilities, clear communication of expectations, and establishing appropriate oversight mechanisms. Leaders must strike a balance between maintaining control of crucial decisions while empowering others to act independently within their domains of expertise. This approach builds organizational capacity, develops future leaders, and allows the primary leader to focus on strategic rather than tactical concerns. The art lies in knowing when to intervene directly and when to trust in the capabilities of others, a skill that Plutarch suggests comes from experience and wisdom rather than following rigid rules.

Chapter 8

Leading Within Constraints: The Reality of Power Structures

Perhaps most relevant to contemporary leadership challenges is Plutarch's advice on operating within larger power structures. His guidance to Greek leaders under Roman rule applies remarkably well to modern contexts where leaders must navigate organizational hierarchies, regulatory frameworks, or competitive market forces. This delicate balance between autonomy and submission remains a fundamental leadership challenge across centuries. Plutarch counsels leaders to understand their position within the power structure and act accordingly. He recalls Pericles' self-reminder when donning his general's cloak: "You are leading free people; Greeks and citizens of Athens." This daily ritual emphasized both the leader's authority and their accountability to those they serve. For leaders under Roman authority, similar humility was essential - recognizing one's subordinate position to Rome's proconsuls and Caesar while maintaining dignity and effectiveness within that framework. This dual awareness of power and limitation creates the foundation for effective leadership within constraints. The art of maintaining authority while acknowledging superior power requires careful calibration. Plutarch emphasizes that successful leaders cultivate relationships at all levels - building trust with subordinates while earning respect from superiors. He cites examples of Greek magistrates who maintained local authority by demonstrating competence and reliability to Roman officials while preserving cultural autonomy for their cities. This doesn't mean servile compliance. Plutarch warns against unnecessarily referring minor local matters to higher authorities, which diminishes autonomy and self-governance. Instead, leaders should resolve internal conflicts through compromise, seeking external intervention only when absolutely necessary. He provides examples of successful local leaders who maintained peace and prosperity by handling disputes internally, only escalating truly significant issues to Roman authorities. These principles translate directly to modern organizational contexts. Middle managers in corporations must balance departmental autonomy with company-wide directives. Local government officials navigate federal requirements while maintaining community independence. Even entrepreneurs operating within regulatory frameworks must find ways to innovate while complying with established rules. The key lies in understanding which battles to fight, which compromises to make, and how to maintain authority while acknowledging larger power structures. Plutarch particularly emphasizes the importance of timing and discretion in managing these relationships. He advises leaders to build credibility through consistent performance, which creates latitude for occasional resistance when truly important principles are at stake. This strategic approach to managing up while leading down remains as relevant in today's complex organizations as it was in ancient Greece.

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Chapter 9

The Reward of Public Service: Honor Above Wealth

What should motivate those who lead? Plutarch is clear: public service must begin with freedom from greed and avarice. Those who enter leadership positions seeking personal enrichment inevitably corrupt their purpose and betray public trust. The corrosive effects of financial motivation can be seen throughout history, from ancient Rome to modern politics, where leaders who prioritize wealth accumulation often make decisions that benefit themselves rather than their constituents. Instead, the true reward of leadership comes from the honor of serving well and the satisfaction of improving community welfare. The best leaders not only avoid material rewards but actively refuse them when possible. When honors must be accepted, they should be modest - an inscription, brief notice, or symbolic recognition rather than lavish compensation. Historical examples abound: Cincinnatus returning to his farm after saving Rome, George Washington refusing a royal title, and Nelson Mandela living modestly despite his global prominence. This approach preserves the leader's credibility and prevents the corrosion of purpose that comes when service becomes transactional. Leaders who maintain distance from material rewards often find their authority enhanced and their messages more readily embraced by the public. Cato the Elder demonstrated this wisdom when refusing statues of himself, saying "I would prefer to have people asking why there is no statue of me rather than why there is one." This sentiment reflects an understanding that true leadership legacy lies in impact rather than recognition. Citizens feel naturally indebted to modest leaders who serve without apparent self-interest, while resenting those who seem demanding of rewards and recognition. Modern examples of this principle can be found in leaders like Jose Mujica, former president of Uruguay, who donated 90% of his salary to charity and lived in a simple farmhouse during his presidency. The rejection of material rewards also serves a practical purpose: it maintains the leader's independence and moral authority. When leaders accumulate wealth through their position, they become vulnerable to accusations of corruption and lose the moral high ground needed to make difficult decisions. This principle extends beyond government to all forms of leadership, including business and civic organizations, where the most respected leaders often demonstrate their commitment through sacrifice rather than accumulation. History shows that societies prosper most under leaders who view their position as a sacred trust rather than an opportunity for enrichment. Such leaders create a culture of service that inspires others and establishes lasting institutional integrity. Their example reminds us that the highest reward of leadership is not what one gains materially, but what one gives back to society through dedicated service.

Chapter 10

The Value of Age in Leadership

In our youth-obsessed culture, Plutarch's essay "Should an Old Man Engage in Politics?" offers a refreshing counternarrative that challenges modern assumptions about leadership and age. Far from seeing age as a liability, Plutarch argues that the qualities most essential to good leadership - wisdom, judgment, and temperance - typically strengthen with age. While physical vigor may diminish, these intellectual and moral capacities often reach their fullness in later years, shaped by decades of experience navigating complex political and social challenges. Elderly statesmen provide unique benefits through their experience and perspective that younger leaders simply cannot match. Their freedom from youthful ambition and competitive impulses allows them to focus more purely on public welfare, making decisions based on long-term societal benefit rather than personal advancement. Having already achieved recognition and status, they can act without the desperate hunger for acclaim that sometimes drives younger leaders into imprudent actions. Most importantly, they serve as living repositories of institutional memory and wisdom, providing vital continuity and historical context for governance. Their firsthand experience with past successes and failures helps prevent the repetition of historical mistakes and enables more nuanced decision-making. Plutarch particularly emphasizes the elder statesman's crucial role in mentoring the next generation of leaders. Like music teachers who demonstrate before instructing, experienced leaders guide youth through practical governance, shaping them through both words and deeds. This apprenticeship model creates a sustainable leadership pipeline while ensuring that accumulated wisdom isn't lost between generations. Senior leaders can share not just technical knowledge, but also the subtle arts of negotiation, coalition-building, and crisis management that can only be learned through experience. The value of aged leadership extends beyond mere advisory roles. Older leaders often possess superior emotional intelligence and conflict resolution skills, having learned through decades of experience how to manage diverse personalities and competing interests. Their reduced need to prove themselves allows them to focus on consensus-building rather than personal triumph. Additionally, their extensive networks and relationships, built over many years, provide valuable social capital that can be deployed to solve complex problems and bridge divides. Historical examples support Plutarch's argument. From Cato the Elder's influence in Rome to modern statesmen like Konrad Adenauer, who became Chancellor of Germany at 73 and successfully led post-war reconstruction, history provides numerous instances where elderly leaders' wisdom proved invaluable. These cases demonstrate how age-acquired qualities like patience, strategic thinking, and moral courage can outweigh the advantages of youthful energy in leadership roles.

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Chapter 11

The Elder's Approach to Public Engagement

Rather than retiring completely, Plutarch suggests that older leaders should adapt their engagement to their capacities. Like Alexander who spared his aging Bucephalus for only the most important battles, elder statesmen should reserve themselves for significant matters while allowing younger people to handle routine affairs. This selective engagement preserves their influence for when it's most needed while creating opportunities for others to develop. The wise elder statesman doesn't constantly leap to the speaker's platform or respond to every debate. Instead, they intervene selectively when truly important principles or community safety are at stake. When Appius Claudius was carried to the Roman Senate to oppose peace with Pyrrhus, or when Solon confronted Pisistratus's tyranny, they demonstrated this principle of strategic intervention at critical moments. Beyond emergency interventions, elders serve best as mentors and guides - attending assemblies, observing debates, and providing private counsel rather than public confrontation. When young leaders stumble, elders should raise and encourage them, as Aristides did for Cimon and Mnesiphilus for Themistocles. This behind-the-scenes guidance often proves more effective than public criticism, building confidence and capability in emerging leaders.

Chapter 12

Politics as a Lifelong Calling

Ultimately, Plutarch views political engagement not as a temporary service with a specific endpoint but as "a way of life for a tamed, political, and social animal" that should continue throughout one's existence. This conception of politics extends far beyond electoral cycles or term limits, encompassing all aspects of civic participation and community leadership. While the form of participation may change with age and circumstance, the commitment to community welfare remains constant, adapting to one's evolving capabilities and life stages. This perspective challenges both ancient and modern tendencies toward political disengagement. Just as we wouldn't abandon an aging parent, Plutarch argues we shouldn't abandon our "fatherland" (or "motherland" as Cretans said), which though long-lived is "neither ageless nor self-sufficient" but always requires care and attention from its citizens. This analogy of civic duty to familial obligation resonates particularly strongly in today's context, where political burnout and cynicism often lead to withdrawal from public life. The wisdom here transcends formal political roles, applying to multiple spheres of leadership and community engagement. In corporate leadership, it manifests as long-term stewardship rather than short-term profit-seeking. In community organizations, it appears as sustained volunteer commitment rather than sporadic involvement. In family life, it shows up as consistent participation in school boards, neighborhood associations, and local initiatives. Plutarch's framework emphasizes several key principles that remain relevant across all these contexts: • Putting collective welfare above personal interest, even when costly or inconvenient • Developing moral reasoning through continuous engagement with public issues • Building appropriate relationships across different social and power structures • Delegating effectively while maintaining ultimate responsibility • Working within institutional constraints while seeking positive change • Serving with integrity and consistency over the long term • Adapting our contributions as we age and our capabilities evolve The enduring value of Plutarch's leadership philosophy lies in its recognition that political engagement is not just about governing cities but about living well in community with others. This perspective sees civic participation as fundamental to human flourishing, not as an optional add-on to private life. Whether managing a modern corporation, leading a non-profit organization, or simply being an active citizen, these principles continue to guide effective community involvement and leadership. In an era of increasing political polarization and civic disengagement, Plutarch's vision of politics as a lifelong calling offers a compelling alternative to both cynical withdrawal and partisan warfare. It suggests that true political wisdom lies not in winning temporary victories but in sustaining long-term commitment to community welfare through all life's seasons.

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Key Themes in How to Be a Leader

moral character
civic duty
emotional regulation
mentorship dynamics
virtuous governance

Quotes from How to Be a Leader

the city before self.
individual and collective prosperity are fundamentally inseparable.
virtue must guide how that power is wielded.
a civic leader who violates the law in granting a favor is unfair.

Characters in How to Be a Leader

PlutarchAncient Greek philosopher and author on leadership
SullaRoman leader who mentored and elevated young talent
PompeyA promising young man mentored by Sulla
MariusA leader who grew jealous of rising stars
CleonA political figure known for severing friendships

About the Author

Plutarch (Lucius Mestrius Plutarchus) was an influential Greek philosopher and biographer who distilled timeless leadership principles in How to Be a Leader. He is best known for his seminal work, Parallel Lives, a series of comparative biographies of Greek and Roman statesmen, as well as the ethical treatise Moralia.

Plutarch combined historical analysis with philosophical inquiry to explore virtues like integrity, wisdom, and civic responsibility. As a priest at Delphi and a respected magistrate in Chaeronea, his insights into governance were shaped by firsthand political experience and Middle Platonist philosophy, emphasizing the alignment of personal ethics with public service.

His works, including On the Generation of Soul in the Timaeus, bridge metaphysics and practical leadership, advocating for leaders to mirror cosmic harmony in their rule. Widely studied during the Enlightenment and cited by figures from Shakespeare to thinkers of the French Revolution, Parallel Lives remains a cornerstone of political and historical literature.

Plutarch’s cross-cultural examinations of power continue to inform modern leadership frameworks, cementing his status as antiquity’s foremost analyst of character and statecraft.

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Chapter 7

How to Be a Leader

OverviewOverview of How to Be a Leader

One book. Many ways to hear it.

The Timeless Art of Leadership: Plutarch's Wisdom for Modern Leaders

The Foundation of True Leadership: Putting Community Before Self

See every word as you hear it

The Educated Leader: Philosophy as Leadership Training

The Two Paths to Political Prominence

Get more out of How to Be a Leader

The Delicate Balance of Political Friendships

Managing Political Enmity with Grace

See every word as you hear it

Distributing Power: The Art of Delegation

Leading Within Constraints: The Reality of Power Structures

Get more out of How to Be a Leader

The Reward of Public Service: Honor Above Wealth

The Value of Age in Leadership

See every word as you hear it

The Elder's Approach to Public Engagement

Politics as a Lifelong Calling

You made it to the end of How to Be a Leader

Key Themes in How to Be a Leader

Quotes from How to Be a Leader

Characters in How to Be a Leader

About the Author

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1,000,000+ curious minds.

1,000,000+ curious minds.

One book. Many ways to hear it.

The Timeless Art of Leadership: Plutarch's Wisdom for Modern Leaders

The Foundation of True Leadership: Putting Community Before Self

See every word as you hear it

The Educated Leader: Philosophy as Leadership Training

The Two Paths to Political Prominence

Get more out of How to Be a Leader

The Delicate Balance of Political Friendships

Managing Political Enmity with Grace

See every word as you hear it

Distributing Power: The Art of Delegation

Leading Within Constraints: The Reality of Power Structures

Get more out of How to Be a Leader

The Reward of Public Service: Honor Above Wealth

The Value of Age in Leadership

See every word as you hear it

The Elder's Approach to Public Engagement

Politics as a Lifelong Calling

You made it to the end of How to Be a Leader

Users also liked

Discover more

Overview of How to Be a Leader