On Leadership

The skills-sets required to obtain seniority are so often decoupled from those skills-sets actually required to perform professionally at that level.

Questions should be asked of the selection mechanisms and organisational mythologies (i.e. normative conventions) through which leaders of less than optimum aptitude, intelligence or perspicacity might percolate through a hierarchy into a role for which they are poorly-suited. The cultural assumptions and functional axioms underpinning and enabling organisational continuity can as easily install leaders who excel at playing the game of hierarchical and administrative selection without possessing the necessary skills-set to perform their roles at the required level. These issues are agnostic of organisation type, context or function.

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