Every executive who wants to take over a company and reshape it knows that it's lonely at the top. But few realize that leading real change can also be dangerous. "People push back when you disturb the personal and institutional equilibrium they know," write Ronald Heifetz and Marty Linsky, authors of Leadership on the Line: Staying Alive through the Dangers of Leading (Harvard Business School). "People resist in all kinds of creative and unexpected ways that can get you taken out of the game: pushed aside, undermined, or eliminated." The authors should know: the book draws on their combined half-century of...
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