Article Summary on Leadership and Controlled Discipline

This report summarizes an article discussing the value of controlled discipline in leadership. The article highlights the importance of leaders exhibiting discipline, particularly in employee management. It explores how contemporary leaders demonstrate their authority and the significance of traits like meekness, as well as the application of controlled discipline to achieve organizational goals. The summary connects Aristotle's definition of meekness with modern leadership concepts, emphasizing the leader's self-control and situational awareness when administering discipline. The article stresses that controlled discipline helps leaders develop a magnetic personality, gain employee attention, and foster effective communication. The report references various sources that further elaborate on leadership styles, ethical leadership, and leadership development.

Running Head: ARTICLE SUMMARY
ARTICLE SUMMARY
Name of the Student
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Author Note

1Bruce E. Winston
Chapter 4: THE VALUE OF CONTROLLED DISCIPLINE
This chapter talks about beatitudes associated with the employee management as well as taking care of
the employees by the leaders (Winston 2002). According this chapter, the second beatitude is discipline.
This chapter explains the attitude exhibited by the company leaders in their course of managing
employees (Winston 2002). Eventually, as the discussion proceeds, this chapter demonstrates the how
the contemporary leaders ‘shows off’ their power to their subordinates (Winston 2002). According to
this chapter, the intention of the leaders of contemporary times, is to make the employees realize that they
are the ‘boss’. Further this chapter throws lights on the popular leadership traits along with tough
negotiation styles. In this context this chap provides a brief definition of ‘meek’. Further, this chapter
demonstrates the implementation of meekness in leadership behavior (Winston 2002). This chapter
establishes a connection between Aristotle’s definition of meekness with the modern concept of ‘meek’
associated with leadership. This chapter considers that, meek leaders possesses the quality of dutifulness
as well as control over themselves along with a sense of discipline (Winston 2002). This chapter further
relates the discussion of meekness with Bauman’s description regarding controlled discipline. Further this
chapter emphasizes on the importance of ‘Controlled Discipline’ (Winston 2002). According to this
chapter, controlled discipline is very essential for the leaders of this era to cast upon a positive impact on
the employees and convince them to meet organizational goals (Winston 2002). According to this
chapter, one of the greatest significances of the controlled discipline is that, controlled discipline help the
leaders to develop a magnetic personality and drag the attention of the employees as well as the
subordinates (Winston 2002). Again, if the leader does not possess the quality of ‘controlled discipline,
it becomes difficult for him or her to become frank or close to the employees and make them follow
himself or herself (Winston 2002). This chapter further throws lights on the quality of the leaders to
understand any situation prior to the implementation as well as administering disciplines (Winston

2Bruce E. Winston
2002). According to this chapter, a leader should possess a dynamic character and apply the disciplines as
per the requirement of situation issues. This chapter further establishes a link between the situational
administration of discipline with the control of discipline and the self-control power of a leader (Winston
2002).

3Bruce E. Winston
References:
Winston, B.E., 2002. Be a leader for God's sake: From values to behaviors. Regent University,
School of Leadership Studies.

4Bruce E. Winston
Bibliography:
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and Society: The Art of Leading in Business, Government, and Society. Routledge.
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Hartwig, R.T. and Bird, W., 2015. Teams that thrive: Five disciplines of collaborative church
leadership. InterVarsity Press.
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Learning.
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organizational psychology, 86(4), pp.564-584.
McCauley-Smith, C., Williams, S.J., Gillon, A.C. and Braganza, A., 2015. Making sense of
leadership development: developing a community of education leaders. Studies in Higher
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channels, and employee satisfaction. Management Communication Quarterly, 28(2), pp.264-284.
Sotarauta, M., 2014. Reflections on ‘Mobilizing leadership in cities and regions’. Regional
Studies, Regional Science, 1(1), pp.28-31.

5Bruce E. Winston
Sun, J., Chen, X. and Zhang, S., 2017. A review of research evidence on the antecedents of
transformational leadership. Education Sciences, 7(1), p.15.