We are convinced that corporations succeed or fail, compete or crumble, on the basis of how well they are led. So we study great leaders of the past and present and spend vast quantities of time and money looking for leaders to hire and trying to cultivate leadership in the employees we already have.
Leaders matter greatly. But in searching so zealously for better leaders, we tend to lose sight of the people these leaders will lead. Without his armies, after all, Napoleon was just a man with grandiose ambitions.
Most organizations assume that leadership has to be taught but that everyone knows how to follow. This assumption is based on three faulty premises:
Kelley, R. E. (1988). In Praise of Followers. Harvard Business Review.
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