Mencius. Mencius (Chinese: 孟子; pinyin: Mèng Zǐ; Wade–Giles: Meng4 Tzu3; Zhuyin Fuhao: ㄇㄥˋ ㄗˇ; most accepted dates: 372 – 289 BC; other possible dates: 385 – 303/302 BC) was a Chinese philosopher who is the most famous Confucian after Confucius himself.[5] Life[edit] An image of Mencius in the sanctuary of the Mencius Temple, Zoucheng Mencius, also known by his birth name Meng Ke or Ko, was born in the State of Zou, now forming the territory of the county-level city of Zoucheng (originally Zouxian), Shandong province, only thirty kilometres (eighteen miles) south of Qufu, Confucius' birthplace.
He was an itinerant Chinese philosopher and sage, and one of the principal interpreters of Confucianism. Supposedly, he was a pupil of Confucius' grandson, Zisi. Mencius's mother[edit] Mencius's mother is often held up as an exemplary female figure in Chinese culture. Mencius's father died when he was very young. Descendants[edit] Influence[edit] Main concepts[edit] On Human Nature[edit] Sun Tzu. Sun Tzu's historicity is uncertain.
Sima Qian and other traditional historians placed him as a minister to King Helü of Wu and dated his lifetime to 544–496 BC. Modern scholars accepting his historicity nonetheless place the existing text of The Art of War in the later Warring States period based upon its style of composition and its descriptions of warfare.[2] Traditional accounts state that the general's descendant Sun Bin also wrote a treatise on military tactics, also titled The Art of War. Since both Sun Wu and Sun Bin were referred to as Sun Tzu in classical Chinese texts, some historians believed them identical prior to the rediscovery of Sun Bin's treatise in 1972. Sun Tzu's work has been praised and employed throughout East Asia since its composition. During the twentieth century, The Art of War grew in popularity and saw practical use in Western society as well. Life[edit] The Art of War[edit] Main article: The Art of War. Too Many Bosses, Too Few Leaders.
Rajeev Peshawaria says ironically, even though leadership hasn’t changed, we have Too Many Bosses, Too Few Leaders. The difference between mere bosses and leaders is that “leaders find the energy to stay on and fight, and energize others around them, while nonleaders give up.” “Superior leadership requires incredible amounts of emotional energy—the power to stay the course despite the most formidable of obstacles.” This energy comes from discovering your purpose and values. One of the biggest reasons we have many poor leaders is that too many of them get into leadership for the wrong reasons—personal fame, fortune or glory—or are given positions based on competence alone. Peshawaria cautions that “accepting a leadership position without carefully considering what you really want for yourself and for the people around you is a very dangerous proposition.”
Real leadership is not easy or glamorous, but before you make the decision to lead, you should ask yourself six questions: Rajeevpeshawaria.com. The business world is in need of many things at the moment — an economic boost, a lower unemployment rate and a better plan to insure workers, to name just a few. But the biggest void by far may be the lack of inspiring leaders. There is a growing and critical need for leaders who can show us the way out of the current downturn and point the way to a more productive future. In his new book, Too Many Bosses, Too Few Leaders (Free Press), Rajeev Peshawaria, CEO of ICLIF, former chief learning officer at Morgan Stanley and a veteran of dozens of blue chip companies, shares more than two decades of experience in what it really takes to become an exceptional leader — one who not only runs the company but creates a cadre of supporters who understand the company’s goals and missions and work to embody them every day.
“Leadership,” writes Peshawaria, “can neither be learned in a classroom, nor automatically acquired by accepting a big title or position of authority. Sample the book.