ABSTRACT
In an increasingly turbulent world, the idea that leaders must adapt their behaviour to changing conditions seems even more relevant today than it was decades ago when the theories were first proposed. 1
The ‘unrational’ team leader looks at why teams don’t work and covers the same bases as the rational leader. Then, the ‘unrational’ leader goes deeper trying to bring unconscious feelings out in the open so they can be dealt with. 2
We are left with a dilemma: leadership is an indeterminate skill that masquerades as a determinate skill. 3
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