This article is a fascinating piece on the art of leadership and how ultimately learnt behaviours inherited from our personal experiences mean that when we reach the top of our tree. However we define it, we seem to have an off switch which shuts down learning and rationalises that if we got to the top, we must be doing it right.
This perhaps was epitomised by the "Strong and stable leadership" mantra. A 20th century approach to a 21st century challenge which needs all leaders to renew and learn , refine and reflect and above all , never think you have all the answers.
Too many council chief executives “complacently” feel they have reached “the top of the tree” and are leading in the same manner they did a decade ago, two of the most influential figures in the sector’s leadership have warned. shaw and cadman In a joint interview with LGC Deborah Cadman and Becky Shaw, respectively the chief executives of Suffolk and East Sussex CCs, urged their counterparts to “hold a mirror” up to themselves to understand how their leadership skills are perceived by partner organisations and the wider public