Today's top executives are expected to do everything right, from coming up with solutions to unfathomably complex problems to having the charisma and prescience to rally stakeholders around a perfect vision of the future. But no one leader can be all things to all people. It's time to end the myth of the complete leader, say the authors.
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This issue includes HBR's annual list of breakout ideas. Then, there are two complete articles about the decisions managers face. In the first, authors Joseph Brower and Clark Gilbert explain "How Manager' Everyday Decisions Create or Destroy Your Company's Strategy." Then, "In Praise of the Incompetent Leader," authors Deborah Ancona, Thomas Malone, Wanda Orlikowski, and Peter Senge say it's OK for leaders to not be perfect in every area.
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