Current models of leadership in general recognize that effective leaders must possess a number of seemingly contradictory qualities and skills. However, the authors say, improper performance is usually defined as the absence of a map of these qualities and skills, the idea that performance problems can just as easily spring from the adoption of this behavior in the far received much less attention. Thus, these models miss the chance to identify imbalances, which, in our opinion, is the most common obstacle to the development of effective leadership. The authors consider universal, no imbalance, as the key to high performance. Versatile leaders are able to constantly adjust their behavior, deftly using the right approach or combination of approaches to the law degree for the circumstances at hand. The authors of the study, which includes a comprehensive assessment of dozens of executives, shows that most managers, when presented with two opposing approaches, such as power against enable management will rely heavily to one and to be biased against others. Using a 360-degree view, they are designed to measure this imbalance is called the Leadership Versatility Index, the authors demonstrate that high levels of productivity associated with balance and flexibility. The task of the leader is universal, so as to satisfy what F. Scott Fitzgerald called "the test of a first-class intellect": to hold two opposed ideas in the mind at the same time and still retain the ability to function. The authors conclude with a discussion of how leaders can begin to improve themselves and those they manage. They determine the number of the main reasons for the imbalance and suggest ways to mitigate these factors. "Hide
by Robert B. Kaiser, Robert Kaplan Source: MIT Sloan Management Review 10 pages. Publication Date: July 1, 2003. Prod. #: SMR102-PDF-ENG
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