Rebels make good leaders!

Often in school, I can recall that there were prefects and student leaders. And these people often were not good leaders. They were the students who were able to maintain the status quo and enforce the rules. On the other hand, the rebels, who were always in trouble, were far more dangerous in that they had a way of getting the others to revolt. Many of them were concerned with unfairness, liberation, and wanting to change the system for the better. Many had strong passion and they were the individuals who were truly instruments of change.

This concept may upset many, but I think many will agree that this is true. I believe that when necessary leaders should be “rebels” who can take on “the system” and be agents of change for good.

After doing some research, this is what I found that may support my statement.

http://www.ngopulse.org/article/what-makes-good-leader

L: A leader is someone who is willing to listen to others and her inner wisdom. She is willing to learn, grow, change, reflect, observe, teach, and let her intuition guide her. She leads by example, lets others be involved in collaborative decision-making, and learns how to calm the mind and body so as to stay productive and healthy. A leader knows when to be quiet and when to speak.

“Authentic listening is about being generous – listening with a giving attitude that seeks to bring forth the contributions in someone, versus listening with limiting assessments, opinions and judgements” (Kevin Cashman).

E: A leader is someone who is ethically aware and who ensures that ethical policies and practices are pursued. She is concerned with enabling her staff to make complex ethical judgements and to take responsibility for decisions they make. Her concern with the well-being of others results in her prioritising human relationships characterised by trust and respect. She empowers herself and her staff, enables people to know and do their jobs, and encourages them to learn and grow. She is willing and able to express her true feelings and ideas in appropriate and empowering ways. When someone does something she does not like she can tell the person how she feels about the situation. However, she is normally able to maintain self-control in tense, angry conversations because she does not respond in automatic and often unconscious ways. She embraces life and life’s paradoxes.

“Words are sacred. They deserve respect. If you get the right ones, in the right order, you can nudge the world a little” (Tom Stoppard).

A: A leader is able to put ideas into action. She accepts and appreciates that people are diverse, that agreement is not always possible and that she cannot control people. She acts as an adviser to her managers, and is willing to admit to she does not know everything. She aligns her actions with her values and vision, so that there is no conflict between her behaviour and values. Because she stays true to who she is, and to what she values, she is able to say no to things that do not appeal to her. For her, choice comes from good judgement. She affirms others and is an agent of change. She is assertive and recognises that others have the right to be assertive. She does not become defensive in response to others, but stops, breathes and takes the time to think things through. She pursues the attitude of a winner.

“An authentically empowered person is one who is so strong, so empowered, that the idea of using force against another is not part of his or her consciousness” (Gary Zukav).

“To act decisively, and to take responsibility for one’s actions, while knowing and acknowledging that one may be proved wrong through no ‘fault’ of one’s own, and that there is no final way of knowing, is the mark of the great leader, the leader who shows ‘greatness of spirit’” (Allan Kaplan).

D: A leader is concerned with her own development, the development and well-being of her staff and the development of an organisational ethos that. She is disciplined in her thoughts and behaviours, delivers on her commitments, and is able to deal directly with her issues. However, she is able to delegate and to trust that her managers can do their jobs properly. Of course, she is willing to help the managers to do their jobs well. She is able to dream and envision different ways of doing things or different things to do. She does not dwell on the trivial and is able to depart when the time is right.

“Unless you try to do something beyond what you have mastered, you will never grow” (CR Lawton).

S: A leader asks smart questions and is solutions-focussed. She is able to work synergistically and to sow seeds of greatness. She shares her talents and gifts, and surrounds herself with people, including other CEOs, who encourage and challenge her. When successful she shares the credit with her staff. She sustains her efforts and supports her staff in ways which do not invade their private lives. She sets goals that are reachable. These are goals that she really wants. They get her juices flowing and keep her inspired. She brings soul to work, and surrenders to the flow of things. She is sensitive to diversity issues and is able to strategise. She has an understanding of the secrets of success and supports others in developing their leadership skills.

“Do not seek to follow in the footsteps of the wise. Seek what they sought” (Basho).


After contacting friends and old classmates, I found that most "rebels" in the past are now successful leaders in their own companies, and the "conformists" are now managers.

So should we "reward" positive "rebellious" behavior to have a breeding ground for more leaders in our society?

-- Iron Bowl