In Leadership on the Line, Heifetz and Linsky (2002) discuss the dangers of leadership. Every time a leader tells people what they need to hear rather what they want to hear, he puts himself on the line.

People in organizations encounter problems every day. Some of these problems are technical and can be resolved with a phone call to an authority or an expert, but many are more complicated. They may involve several areas of the organization, or an outside contractor. Heifetz and Linsky call these “adaptive challenges,” meaning they require experiments, new discoveries, adjustments, or information from other sources. Such challenges cannot be resolved without attention and effort. The individuals ...

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