Carly Rexing

CTE 632
A Study in Leadership
I.

Introduction

What does it take to be a leader? Must you be in charge to make a

difference? Absolutely not! James Madison utilizes his ability to reason in a time
when our nation needed it the most. He weaves in and out of Coveys (2004)
seven habits to be an effective leader. Though he did not outwardly show his
powerful affect on others during his presidency, he changed the outlook of our
growing nation in his opinions and ideas before and after his time as president.
II.

Review of The 7 Habits of Highly Effective People

Stephen Covey describes in detail seven important habits we all should instill
in our everyday lives. These habits are portrayed as necessary actions we
should consistently be reminding ourselves and re-examining each and every
day. The habits are being proactive whether it be our personal or professional
life, begin your mission with the end in mind, put first things first in our ever
changing list of duties, think win/win in all interactions between others, seek first
to understand then to be understood, synergize or find the product or group to be
better than each individual part or success, and finally sharpen the saw by
reexamining and reshaping the previous habits.
The first three habits mostly pertain to self-mastery (Covey, 2004, p. 59). The
question you will ask yourself is how can I improve myself? It is up to you to take
the first step in improving your nature and inner self (Covey, 2004, p. 82). You
must take the initiative to be proactive and responsible. Covey explains the
meaning of responsibility as response-ability the ability to choose your
response (2004, p. 78). It is our duty to identify the problems that lye in our lives
and define them as direct problems we have brought upon ourselves, indirect
problems we can have an affect on but are made by others, or no control
problems we have zero say in (Covey, 2004, p. 93). We need to take it upon
ourselves to be leaders and find what it is we really want, what it is you can have
the most impact in. That end product is what we need to focus on at the
beginning. It is hard to sift through the steps needed to obtain this goal or product
but keeping in mind the most important details we define will help the other steps
fall into place.
The next three habits are related in the sense of a public victory, a way for
you to work with others as a team (Covey, 2004, p. 59). You mind set will change
from what makes success in your life to what makes success in everyones life.
Covey defines a win/win as a belief in the third alternative. Its not your way or
my way; its a better way, a higher way (2004, p. 218). This better way can only
be obtained by sticking to these five dimensions: character, positive relationships,

agreements, structure and systems, and the process (Covey, 2004, p. 227). If
you can follow these dimensions then you will start to understand what the group
is obtaining out of this journey and not what you understood would happen. You
all have a mission together and as a team you can complete this mission. Do not
start thinking you are the only one giving to the journey, take in every detail,
every thought, every idea. Open your entire body, mind, heart, and spirit, to new
ideas (Covey, 2004, p. 275). Synergy is formed with this thought process. Covey
(2004) describes synergy as, the whole is better than the sum (p. 274).
The last of the habits calls on reflection and renewal, sharpening the saw as
Covey calls it. Renewal acts in four different manners in our lives: physical,
spiritual, mental, and social/emotional (Covey, 2004, p. 300). We must stay
healthy in the sense of keeping stress to a minimum, if possible, exercising
regularly, and eating healthy. As any job would relate, you must continually
practice and learn, feeding the brain as much content as it can handle. Reflect on
your readings, what you see, and how you plan your actions. Get your emotions
and frustrations out there so others can help you. Try to find a balance in these
four dimensions. Covey (2004) explains if we neglect any one area [this]
negatively impacts the rest (p. 314).
III.

Review of James Madison

James Madison was the fourth president of the United States. He was born in
1751 to a wealthy family in Virginia where he had little worries about the family
farm. He attended the College of New Jersey, now Princeton, where he met his
life long friend William Bradford (Rakove, 2007, p. 2-3). Bradford sparked the
political fire for Madison, though he did not want to be a part of it. They wrote
letters back and forth giving their thoughts about the struggling nation and the
overbearing British Government (Rakove, 2007, p. 10-11). Madison went through
a political journey that started him at the bottom, moved his way up the ladder
unwillingly, and then brought himself back down where he could not stay for long
and moved a couple rungs back up.
He started politics as an Orange County Committee of Safety member in
1774 (Rakove, 2007, p. 11). Though he had no desire to be a part of the group,
he became one of the starting members of The Convention. His voice was little
and most of the time unheard but when it came down to the idea of keeping
church and state separate his voice grew (Rakove, 2007, p. 13). In the
beginning, Madison was good at finding friends who had similar views as him
and who could make his voice heard through them. He made friends with
Thomas Jefferson who, in his opinion, was not quite as original or realistic as him
(Rakove, 2007, p.16). He was nominated to be a part of the House of Delegates
in 1777 but did not try hard to win plantation owners over for the votes; lucked
into the position because of a vacancy (Rakove, 2007, p. 17).

In the next few years, Madison became a member of multiple committees,

finding his voice in politics (Rakove, 2007, p. 28-29). Discovering he had many
interests in common with others, he became acquaintances with those that
supported his ideas in return for support in theirs (Rakove, 2007, p. 30). Rakove
(2007) defines Madisons talent as rigorous political intelligence that enables him
both to maintain the integrity of his own positions but also to recognize when
logic had to yield to reality (p. 31). Madison built his confidence quickly, noticing
how good he actually was at politics, and found victories in the legislator because
of his reasoning and hard work (Rakove, 2007, p. 40). As a member at the
Constitutional Convention, Madison showed some leadership skills others were
not fond of, they did not all agree with him. He made it a point to get the states to
start thinking about everyone and not just themselves (Rakove, 2007, p. 50).
Madison saw this difference of opinions as a positive, it showed how the
privilege and freedoms of the Nation were working; how what they had worked so
hard to create was starting to play out (Rakove, 2007, p. 56). As the father of
the Constitution, he pushed for change. This change brought meeting after
meeting, Madison did a great job prioritizing the ones of utmost importance
(Rakove, 2007, p. 81). At these meetings, he fought for equal power,
accumulation of power is dangerous (Rakove, 2007, p. 85). The Congress
worked hard to make laws we could use today, laws American citizens can use
for eternity. Madison doubted some of the Congresss actions but stuck with them
because they had finally started to all fight for the common good (Rakove, 2007,
p. 97).
In the start of the 1800s, Madison began to lose his grounds of meaning. He
found himself unable to help or speak out when there was chaos in the Congress
during the embargo with Britain. James Madison took office March 4, 1809,
though he wasnt favored by many, even himself (Rakove, 2007, p. 175). Rakove
(2007) declares duty more than ambition had brought him to the presidency (p.
177). Madison had little support while in office. He brought this upon himself by
choosing terrible cabinet members to be by his side (Rakove, 2007, p. 178). His
leader skills had diminished and other people surpassed him on his ladder in
politics. He attempted to gain his ground back after he declared war in 1812 with
Britain (Rakove, 2007, p. 189). Surprisingly, during war he was reelected, putting
a toll on his health and well-being. After his second term was up, he went back to
the plantation where his voice was found once again. He continued to write about
politics and gave his opinions until his death on June 28, 1836 (Rakove, 2007, p.
214).
IV.

Leadership Analysis

When James Madison went off to school he never imagined a life long career
in politics. He never viewed himself as a leader, someone who could change the
opinions of others. He needed to find who he was and decide on how he would
live his life before he could allow others to have an effect on him. He kept going

to school at Princeton until his first calling to the government arrived. Madison
was proactive during most of his political career. He became self-aware, had a
great imagination, stuck to his conscience, and had the independent will others
envied (Covey, 2004, p. 77). He consistently thought through every detail before
he would voice his opinion or give an idea to others. These thoughts were never
just about what was going on at the time. He considered how he imagined people
to be in the future. Though he did have such a great perspective of the future for
the Nation he had troubles voicing this opinion. He could write for days but that
only reached those who read it. Covey (2004) explains how some people can
choose their responses well, It was his chosen response to those
circumstances, his focus on his Circle of Influence, that made the difference (p.
95). This describes Madison well and his ability to thoughtfully decipher what to
say and when to say it.
Madisons vision of the future only consisted of others and not how he wanted
his own future to play out. With everything in him, he put forth an extreme effort
towards making the Nation a great place for everyone. He struggled with
beginning with the end in mind. As his political career progressed he found this
end to a means. As long as the congress was going towards the common good
for all then Madison was happy. Once he found his voice he felt more important,
allowing his opinions to flow easier (Rakove, 2007, p.29). Madison balanced on a
fine line between being a manager and a leader. Covey (2004) defines each:
management is doing things right; leadership is doing the right thing (p. 108).
As a key leader and manager of the Continental Congress, Madison wanted the
group to defend the rights of the people (Rakove, 2007, p. 38). This would
become Madisons mission for the rest of his life. He would not know the effect of
his mission on our Nation now. The constitution has endured and serves its vital
function today because it is based on correct principles, on the self-evident truths
contained in the Declaration of Independence (Covey, 2004, p. 115).
In order for this to become such a core value of the Nation, Madison had to
put first things first. He knew what was important for our Nation and had an
independent will to get that done. It takes time management skills to be an
efficient leader. Madison prioritized his meetings and tasks well and knew where
and how he would be most effective (Rakove, 2007, p. 81). Whether that be
support to others and their opinions or a voice for those who needed a key leader
to get it out. When Madison became president it was evident that he was not a
good delegator. Transferring responsibility to other skilled and trained people
enables you to give your energies to other high-leverage activities (Covey, 2004,
p. 180). The presidents cabinet is supposed to be there for support and take on
some of the numerous tasks the president is handed. Madison did not appoint
the most suitable people for his cabinet. They did not all follow his vision and
were not capable of performing the tasks they were granted.
The cabinet is a prime example as to why Madison would have been thought
as a lose/win person. He was considerate to others and their opinions and was

not courageous enough to tell them they are wrong or should try a different
direction. Before his presidency he was mostly a win/win type of person. Covey
explains that those with the win mentality dont necessarily want someone else
to lose. Thats irrelevant (2004, p. 221). Madisons positive nature only wanted
the best for everyone. Even if he did not agree with them, he still gave them the
benefit of the doubt. During the times he was not president he, for the most part,
was both courageous and considerate, which hands him the win in every
situation (Covey, 2004, p. 229).
In the early years of his political career, Madison defined what it meant to be
courageous. He was open minded and eager to learn. He truly searched first to
understand, then to be understood. It was in his nature to find as much
information as he could before he stated his opinion in the matter and made
decisions. This involved looking into the past and deciphering what could be
used to change the future (Rakove, 2007, p. 52). Madison looked at his friends
and colleagues to help bounce ideas off each other (Rakove, 2007, p. 51).
Sincerely listening to these ideas, that is listening with intent to understand
(Covey, 2004, p. 252). It was evident, even before he began college, that he just
wanted to gain as much knowledge as he could.
While listening to others opinions and ideas, Madisons own opinion was
changing. He was open to new ideas and trying new things. Covey (2004)
explains synergy as a mind set in the whole is greater than the sum (p. 274).
Madison lived a synergetic life, taking in and using the ideas of others to form his
own. He knew there was more than one way to complete a task. When he did
have a strong opinion he could let down his pride when others had ideas against
his (Rakove, 2007, p. 90-91). For example, the Continental Congress began their
meeting respectful, careful, and predictable, but soon people became authentic
and simply started to think out loud (Covey, 2004, p. 279). They eventually came
together and made the most important aspect of our government today, the
declaration of independence.
Madison grew as a person from his experience in the Congress and as
president. After he retired back to his familys plantation he could not get away
from the thoughts instilled in his brain about the government and the policies he
helped make. He continued to sharpen his saw and reflect on everything he once
had a hand in making. Though his health was terrible and stress was high
throughout his life, he continued to be committed. He worked harder than others;
some even said he was too thoughtful (Rakove, 2007, p. 40). These thoughts
resonate on the paper he wrote them down on. It was in his nature to continue
writing. The Federalist is a serious of letters and articles he wrote throughout his
career. His actions in office as a poor leader did not reflect his ability to move and
encourage others for the good of all.

V.

Personal Reflections

James Madison was not a great president. He did not have confidence or
poise when in office. I think the pressures of making everyone happy had finally
gotten to him. When he was just another person, another committed member of a
group of people he could collect his thoughts with ease. He could talk with others
and gain support while giving support. Madison would not do well as a
superintendent or CEO of a major company. He buckled under the pressure of all
eyes on him. He would be most beneficial at a leader position that is not at the
top of the pyramid. His ideas and ways of reasoning through issues he had no
way of knowing how they would turn out were remarkable.
Madison made such a huge impact on our nation today. He helped shape the
government and somehow we have kept all of those key starting points they
made so long ago alive today. He was particularly good at the we part of you, I,
we in Coveys (2004) maturity continuum. Interdependence is formed when you
can take everyones ideas, including your own, and intertwine them (p. 57).
I particularly liked Coveys (2004) The Seven Habits of Highly Effective
People. It is extremely flexible in your everyday life. I could read a section in the
mindset of my teaching job and then read it again with my home life. It fit
perfectly into both. It took the longest to read because I wanted to reflect after
each section and not only connect it with James Madison but with me. I will be
looking back at it again and again in the future.
VI.

Conclusion

As James Madison went through his life, he had to make decisions that would
affect us for years and years to come. It is safe to say leaders are not always the
ones in charge. They come in many shapes and sizes. They find their leadership
styles change with every interaction. Madison understood that individuals,
families, towns, states, governments, and nations change each day. With new
inspirations and new ideas sparked we will continue to grow. It is okay to not feel
comfortable in leader positions. As long as you stay true to yourself you will do
great things.
VII.

References

Covey, S. R. (2004). The seven habits of highly effective people. New York, NY:
Simon & Schuster.
Rakove, J. N. (2007). James Madison. New York, NY: Pearson.