Displaying constant,
unwavering courage over the years and during protracted challenges
requires a deeper, more refined set of skills,
attributes and strategies.
C
ourage and leadership go hand in hand. You cannot have one without the other. Identify a great leader, no matter the issue,
profession or cause, and you will find cour- age at the top of his or her leadership traits. Even mediocre leaders will display moments of courage when a situation or issue presents itself. But does courage take on different characteristics and requirements when lead- ers champion endeavors that span a number of years, and often involve difficult and pro- tracted battles? That is a question that may often be pos-
tulated, but not often answered completely. The reason for this could be that it requires an examination of personal traits that are not easily disclosed among driven, “Type A” leaders. It has certainly not been examined to much extent in the educational leadership arena.
Heroism vs. courage A review of the education leadership re-
search indicates that case studies on cour- age are most often examined from episodic
18 Leadership
perspectives. Most of these are described from the standpoint of specific events, issues and timelines that rise up and then quickly culminate. They are typically devoid of any examination of the long-term psychological or physiological implications they may have on the educational leaders involved. This may be due to the fact we often con-
fuse being heroic with being courageous. Almost anyone can be heroic when the time presents itself. Rescue the cat next door and you can be labeled a hero in your local paper. Displays of heroism are most often situational and tied to specific events. In addition, heroism also does not necessarily distinguish itself from being foolhardy. One can be described as heroic, but still engage in actions that are misguided, wrong, and lead to failure. Sustained courage under continual
pressure can share similar attributes. More often, however, it conjures up deeper, more strategic levels of analysis and action on the
By Brett W. McFadden
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