A fundamental assumption in most of the literature on leadership is
that a few will need to control the many. This assumption leads to
a search for power but with an either/or mindset: if I have power,
then others cannot have as much as me or they will be a threat.
Organizations, when anxious, experience limited ability to learn
and change. There is an alternative, paradoxical way to understand
leadership. A leader is most effective not by controlling others
but by defining himself/herself. It is critical for leaders to face
their fears, challenge their assumptions and thus be able to change
their self-perception. A Leadership Paradox outlines such an
alternative view of leadership and provides a model for achieving
differentiated leadership.
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