TY  - JOUR
AB  - The senior manager’s role is to constantly identify and clarify what to focus on and then to direct energy into that focus. This involves learning to gain clarity of purpose within a context of uncertainty and disagreement: the place of not knowing. Learning to work in this way involves discovering how to act as though one knows whilst still not knowing. This requires a working awareness of the fact that certainty is socially constructed knowing rather than discovered truth. In this way, leaders can lead others to know what to do. The authors present a case study of their work together (as an academic and a chief executive) which describes one approach to supporting organizational leaders in this task.
VL  - 21
IS  - 5
SN  - 0143-7739
DO  - 10.1108/01437730010340052
UR  - https://doi.org/10.1108/01437730010340052
AU  - Simpson Peter
AU  - Burnard Hugh
PY  - 2000
Y1  - 2000/01/01
TI  - Leaders achieving focus in the place of not knowing
T2  - Leadership & Organization Development Journal
PB  - MCB UP Ltd
SP  - 235
EP  - 242
Y2  - 2024/04/23
ER  -