Leading at the Margin

Richard Hackman, the late Harvard leadership researcher concluded that a leader - by definition - had to “operate at the margins” of what members like and want rather than at the center of the collective consensus.  According to Sam Watson,  “The Captain’s Class, “To push a team (or any organization) forward, a leader must disrupt the routines and challenge ithe definition of what is normal.  Because this kind of work produces resistance, even anger; leaders have to have the (executive) courage to stand apart-even if they end up paying a substantial personal toll for doing so.”

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