With cautionary tales warning about the downfall of working for Steve Jobs-like personalities and the backlash against the unethical decisions made by many CEOs, the reign of the superstar leader ended. We are witnessing the rise of the leader maker—a leader who multiplies their leadership capacity through developing other leaders.
In the wake of the great resignation, the flattening of organizational hierarchical systems and the raise of remote teams, autonomous work groups, self-managed teams and circular leadership companies call for leaders across departments to handle the increasing levels of uncertainty.
Unlike superstar leaders who engage managers, leader makers nurture, develop and create more leaders. In doing so, the latter instills a culture of leadership in companies.
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