Most people are not at ease discussing the concerns of character since they perceive it as an aspect that is intensely personal and mostly unchangeable. So far, there has been no helpful model of Leadership that holds a sense of obligation to generate significance with the aim of making the world better. The path to authentic Leadership starts with the experiences of leaders, which are not only distinctive to them but more powerful when judged against other sets of attributes or Leadership proficiencies that they hold (Leavy 20-22). Aspiring leaders have been found to put themselves psychologically in the shoes of resolution makers, and from that point of view, they have begun to have a better notion of how it feels to bear the burden of ownership. Recent publications by distinguished writers provide insights into new ways that leadership advancement thinking and practice requires following, with studies emphasizing the significance of character, distinctiveness, and ideals, and not merely competence. In his book entitled “Return on Character,” Fred Kiel, an organizational psychologist, seeks to demonstrate that the strength of character in leaders is a paramount aspect of a company’s success and to assess the insinuations for leadership development (Leavy 23). The book, “Discover Your True North,” by Bill George, Harvard University Professor, investigates the reasons behind the self-development progression of identifying one’s passion (dependability) and core ethics in Leadership being fundamental to becoming an empowering and appealing leader. Furthermore, the subject of Leadership is an all-time development issue that Robert Kaplan centers on in his book- “What You Really Need to Lead.” The data in the books consulted in the article revealed an evident connection involving the power in the character of a leader and expressed the mastery of vital proficiencies, with virtuosos constantly surpassing their more self-centered peers. Behaviors that show integrity, for example, speaking the truth at all times, and defending what is right, assist in the generation of trust. Conducts that express responsibility, for instance, possessing personal preferences and inaccuracies, tend towards being inspiring (Leavy 24). Pardoning and focusing on where to cheer rather than blame assists in cultivating advancement. On the other hand, demonstrating sympathy and care is the fundamental basis of empowerment. Such underpinning character practices with two of the main ones being responsibility and integrity and a couple of the core ones being compassion and forgiveness offer grounds for the assessment of the strength of a leader’s character. One of the facts behind the character of leaders being vital is that a leader who more knowingly and determinedly searchers for great self-awareness in the course of the profession is capable of questioning the notions of other people. Moreover, such leaders tend to question their most cherished convictions, and consequently, their comprehension of life, market, business, and international forces that influence them to continue to advance and grow (Leavy 24). Studies establish that the majority of self-centered CEOs noticeably overrate their expression of moral behaviors in relation to their workers and are susceptible to significant self-deception. This eventually hurts the performance of their companies, and, to