The Prince by Niccolo Machiavelli & Theresa Puskar

Author:Niccolo Machiavelli & Theresa Puskar [MACHIAVELLI, NICCOLO & PUSKAR, THERESA]
Language: eng
Format: epub
Publisher: Gildan Media Corporation
Published: 2016-04-12T00:00:00+00:00

Study Guide—Chapter XII

Leadership Trait #12

Charisma—Ability to Draw People to Follow You

In this chapter Machiavelli starts his discussion on battle strategy and how to best defend one’s state. He divides defensive structures into three states: The princes’ own arms force, mercenaries, auxiliaries, or mixed. He believes that using mercenaries and auxiliaries is unadvisable and dangerous. He asserted that the ruin of Italy was easily procured by Charles, King of France due in large part to the utilization of mercenaries. He describes mercenaries as driven by greed and always aspiring to their own greatness, either by oppressing their leader or others. He then cited many cases in history where the mercenaries took away the freedom of the states they were hired to protect. In the end, he blamed the fall of Italy on the lowering of the infantry, having few foot soldiers, not killing their enemies, but taking prisoners and then liberating them without charging ransom. In their attempt to avoid fatigue and dangers, they made themselves vulnerable to the devices of Charles, Louis Ferdinand and the Switzers.

Charisma is the ability to draw people to follow you and it is the leadership trait outlined in this chapter. While it was mentioned in the last chapter that being an active listener enhances your charisma quotient, there are other practices and tools that can further assist you in becoming more charismatic. While many believe that charisma is a born trait (and often it is), you can develop greater charisma as you do your inner work. Gaining a deep faith and confidence in yourself, and looking beyond your personal goals towards supporting others is key to your success as a charismatic leader.

1. The means by which Machiavelli suggests protecting your state is not through the hiring of mercenaries and auxiliaries, but by your own leadership. Have you ever hired outsiders to support your leadership initiatives? If so, was the experience good or bad? Explain.

2. The author describes mercenaries as individuals who are “driven by greed and always aspiring to their own greatness, either by oppressing their leader or others.” Write a list of individuals that you would describe as being selfish.

3. Write a list of individuals that you would describe as being greedy.

4. Were any of the individuals you listed in the past two responses leaders in their community or business? If so, would you consider them as being successful? Why or why not?

5. Do an honest appraisal of yourself. Are there times when you have been selfish? If so, are you critical of your selfishness?

6. Do some further self-appraisal. Are there times when you have been greedy?

7. Often when we are critical of others, they have traits that we disown within ourselves. Do you criticize yourself harshly? If so, what can you do to be more patient and compassionate with yourself?

8. The leadership trait listed above is charisma—the ability to draw people to follow you. On a scale from one to ten (one being “not at all” and ten being “a great deal”), rate

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