A key theme of this book is that viable organizations are built and emerge through the interaction of services rendered by people to each other. The network of service-roles that people perform as role-players forms the underlying structure. This applies throughout your business, and it applies equally to leaders and managers, including yourself. That is to say, leadership itself constitutes a complex set of service-roles, embedded in a complex role-net, whereby you perform unique services for your business and its participants. In this chapter we will discuss a few aspects of what is involved in being the role-player responsible to provide key leadership services, such as vision, strategy, decision-making, ...
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