In Praise of the Incomplete Leader

Today's top executives are expected to do everything right, from coming up with solutions to unfathomably complex problems to having the charisma and prescience to rally stakeholders around a perfect vision of the future. But no one leader can be all things to all people. It's time to end the myth of the complete leader, say authors Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, Peter M. Senge. Read more.

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