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Battle of the Leaders: the Prince Versus the Tao

Autor:   •  January 11, 2018  •  1,905 Words (8 Pages)  •  648 Views

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The next aspect of leadership that the writers have opposing views to is fear versus love. As mentioned above Lao-Tzu discuss in verse seven that a leader who is loved is above, and far better a leader than one who is feared, however the worst kind of leader is one who is despised (vs. 7). People who feel loved, as seen in families, tend to hold higher respect to those who are above them directing them on what to do. It is very difficult for someone who is hated to tell someone, or motivate someone into doing something. Lao-Tzu tends to write towards keeping serenity at the core, and ensuring that all his people are happy, and therefore grateful of their leader. It could be viewed as treating others as you wish to be treated, if you want to live in fear, instill fear in those who surround you, but if you want to be loved, love those around you.

Machiavelli came up with a question in regards to this issue stating, “whether it be better to be loved than feared or feared than loved? It may be answered that one should wish to be both, but, because it is difficult to unite them in one person, is much safer to be feared than loved” (Ch. XVII). Machiavelli believed that through fear, came respect, and power. He felt that without power a leader could not do his job of running a country or a town, for without fear there is always the chance of corruption and deceit. By keeping people living in fear the prince or leader would not have to worry about being murdered, or being dethroned. However like Lao-Tzu, a leader should never cross the line of becoming hated, for with hatred fear is lost. Hatred can carry anyone on their quest, whether it be an uprising, or murder against the person who has wronged you. With hatred, many other senses are lost as the mind helps the body to follow through and resolve the hate the way people know best, violence.

The final topic in the form of leadership that Lao-Tzu and Machiavelli differed on was that in regards to war. Lao-Tzu believed that if people are loved and treated kindly, there would be no reason for war, however you cannot control the way people are treated outside of your country or community. Lao-Tzu felt that “whoever relies on the Tao in governing men doesn't try to force issues or defeat enemies by force of arms. For every force there is a counterforce. Violence, even well intentioned, always rebounds upon oneself” (vs. 30). He seems to think that with force, comes violence, and with violence comes more violence, so why chance it. Lao-Tzu seems to be a glass half full leader, in that he is optimistic about the way people act and react.

Machiavelli felt war was always an option and that it should never leave a leaders train of thought, for if a leader loses his thought about war, is when he starts to lose out in the preparation of war. “It is seen that when princes have thought more of ease than of arms they have lost their states” (Machiavelli, 1905). This falls in line with his beliefs of leadership with leading by fear and power and following through with war if needed, for without it one could lose their state.

Since the yin and yang has two colors, so must Machiavelli views be different form Lao-Tzu in leadership. Their views of religion, motivation, fear and war are vastly different in many aspects, however both worked during their times and in the areas of the world they were used. One could see that either form of leadership could work in many other parts of the world, but which would be more successful. This is where the yin and yang comes into play, one could see that although the two views of leaderships may be complete opposites, they could complement each other in many ways, and create a sort of super leader that knows how to treat his people through respect, but instill fear into those who need it.

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References

Drennan, F. S., & Richey, D. (2012). Skills-based leadership. Professional Safety, 57(2), 59-63.

Harris, P. (2010). Machiavelli and the global compass: Ends and means in ethics and leadership. Journal of Business Ethics, 93, 131-138.

Lao-Tzu translated by Mitchell, S. (1995). Tao Te Ching. New York: Harper Collins.

Lin, L., Ho, Y., & Lin, W. E. (2013). Confucian and taoist work values: An exploratory study of the chinese transformational leadership behavior. Journal of Business Ethics, 113(1), 91-103.

Machiavelli, N translated by Marriott, W. K. (1905). The prince. New York: E.P. Dutton & Co.

McElrath, R. (2009). Library leaders needed: Yes, please apply. Library Philosophy and Practice, , 1-6.

Pater, R. (2012). Cultural leadership: Stepping up the four levels: Part 2. Professional Safety, 57(4), 28-31.

Reese, R., PhD. (2014). Paul Kagame: Machiavelli's prince. Seton Hall Journal of Diplomacy and International Relations, 15(1), 107-115.

Sontag, M., Jenkins, P., & White, R. F. (2011). Leadership ethics: An emerging academic discipline. Choice, 49(2), 239-249.

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