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Leadership failures in government, business, and nonprofits have created a demand for leadership studies and literature.
Unfortunately, these materials describe unreachable ideals that are far removed from organizational reality, and therefore useless in practice.
The moral framing of leadership does not consider the real complexities and difficulties that leaders face.
Sometimes, being pragmatic necessitates doing seemingly bad things to achieve good results. This means that leaders may have to act in strategic misrepresentation, contrary to their own feelings.
Dividing leaders and their actions into "good" and "bad" oversimplifies a more complex reality of human behavior. People act differently depending on their circumstances and the various roles they play. For example, leaders may behave differently with their families than they do at work.
Achieving important objectives require behavior that is different from a leader's inherent traits. The lack of these attitudes cannot be used as an excuse. Certain behaviors and skills can be learned.
It is important to be willing to learn, evolve, and develop when it is required.
Leaders need to develop the ability to do what is required in a situation. It might mean knowing how to be strategic with the truth or to learn to display energy and confidence that is not really felt.
People are often lazy to think, not just cognitively biased. It makes everyone susceptible to influence strategies, even if we are familiar with them. These tactics depend on accepting and obeying the symbols of authority, the power of liking, the value created by scarcity.
These influence strategies present us with tools we potentially have available if we take the time to learn to master their use.
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