Leadership Braveheart 1

Leadership Portrayed In Braveheart Movie (1995) Gibson, M.

Leadership Braveheart

Michael D. Dunbar

Z301 Organizational Behavior And Leadership Spring 2012 Dr. Eric Coulter, MBA, Ed.D. March 18, 2012 (3/18/2012)

Leadership Braveheart 2

Braveheart, Mel Gibsons (1995)i provides viewers with varying examples of leadership. Thefirst leadership style introduced was that of Edward Longshanks. Longshanks was a coldhearted, tyrannical ruler which was demonstrated and never more evident than in the beginning when he ordered archers to fire on his own troops in hopes of hurting enemy forces. Another prime example of his cold-hearted tactics was demonstrated when he decided to reinstate and exercise jus primae noctis or law of the first night which allowed English lords to take the virginity of a bride on her wedding night.

Then you have a second leadership style of Scottish nobility, specifically Robert the Bruce which was one of appeasement, conciliation, and compromise. The nobles were willing to sacrifice the lives of their fellow countrymen for promises of land and title. They always viewed the current conflict as unwinnable and looked at the next battle as their opportunity.

In stark contrast to Longshanks and the nobles you have William Wallace (Mel Gibson) and his leadership style. Wallace was not born of royalty nor did he descend from aristocracy and he didnt seek fame or fortune. His leadership role was thrust upon due to circumstances beyond his control, specifically when his wife was murdered by an English lord. Despite the circumstances which cast him into this leadership position he rose to the occasion demonstrating qualities any leader should aspire to.

Wallace envisioned a free Scotland. Free from the tyranny of English rule. Through his inspirational acts and appeals, persuasive communication, vision setting, personal example, risk taking and self-sacrifice, Wallace rallied his countrymen to fight and defeat the English in battle.

Leadership Braveheart 3

Opposed to Longshanks who ordered his troops into battle and oversaw the fighting from the safety of a distant hilltop, Wallace personally led his fellow countrymen into battle and fought alongside the men, who believed in and followed him.

In contrast to Robert the Bruce and other noblemen who were tempted by Longshanks offers of land and titles, Wallace wanted nothing but freedom for his people. Wallaces motives were portrayed as pure and selfless all for the benefit of his people and future generations of Scottish people. Again in contrast, to noblemen who based their political decisions and maneuvering on personal-interests and powers, provided by Longshanks and the English.

The Scottish nobleman Robert-the-Bruce finally recognized the importance of true leadership. In anguish, he told his father, Men fight for me because if they do not, I throw them off my land and I starve their wives and children. Those men who bled the ground red at Falkirk fought for William Wallace. The film ends with Robert the Bruce taking up the cause of William Wallace and leading his men into battle against the English.

Like Robert the Bruce, managers and executives must realize that people support and rally around visionary leaders and embrace causes that they believe in. If a manager, executive or leader in general of any type or level within an organization relies solely upon title, position and authority to get workers to perform, they will not be viewed as a commensurable leader and their initiatives will eventually fail.

Leadership Braveheart 4

References

Gibson M. (1995). Braveheart. UK. Scotland Nahavandi A. (2008). The art and science of leadership (5th Ed). New York. Prentice Hall Elizabeth Ewan Braveheart by Bruce Davey; Mel Gibson; Alan Ladd,; Randall Wallace; Roy Roy by Michael Caton-Jones; Peter Broughan; Larry DeWady; Richard Jackson; Peter Proughan; Michael CatonJones; Alan Sharp The American Historical Review Vol. 100, No. 4 (Oct., 1995), pp. 1219-1221 Published by: The University of Chicago Press on behalf of the American Historical Association Stable URL: http://www.jstor.org/stable/2168219
i