Leaders thrive on ambiguity

‘To be omnipotent but friendless is to reign,’ wrote Percy Bysshe Shelley. He was right. Even if a leader’s power doesn’t quite stretch to omnipotence, being a leader can be a lonely place. Isolation and ambiguity are powerfully destructive forces among the ranks of leaders.

In 1985 Leaders: The Strategies for Taking Charge was published, coauthored by Warren Bennis with Burt Nanus, founder and director of the Center of Futures Research at the University of Southern California. The book is based on research examining the lives of ninety of America’s best-known leaders. The eclectic . . .

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