ABSTRACT
This conclusion presents some closing thoughts on the key concepts discussed in the preceding chapters of this book. The book provides a new perspective on why some leaders succeed more than others when taking charge of an organisation. It discusses interviews of the some leaders after their transition was researched, as well as interviews of senior leaders from the world of business, academia, sport and Government in the UK and France. The book argues that self-aware leaders, who are open to their experience and to being changed by it, have the ability to learn, combine and balance the many factors involved in transition in ways which are appropriate for their context. The leaders try to strike a balance between taking personal risks, using their authority and listening attentively; at the same time, they communicate their enthusiasm and their "conviction" that solutions will always be found to the inevitable day-today difficulties that all organisations encounter.
