Chapter 10Achieving Personal Mastery
The traditional view of the leader—unemotional, supremely rational, and essentially mechanistic—is based on the vertically integrated, hierarchical Industrial Age organization. In a less structured, more dynamic global organization, however, the leader can no longer act as supreme puppeteer, simply pulling the strings to make things happen. That is, good leadership, and consequently organization sustainability, will be less about what the leader does and more about who the leader is—and in particular, about two key traits: personal mastery and flexibility (which is discussed in Chapter 13, "Leading Change").
Self-Awareness: The Mark of a Great Leader
Leaders have always worked to understand others, but in ...
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