The situation with Enron illustrates that leaders have been tempted to stretch their company's image of growth and success beyond acceptable limits. Even with the best intentions, leaders keep their organization in a stranglehold by reinforcing behaviors that match their comfort zone. However, when these behaviors no longer respond to the needs of an organization, leaders should face up to the limits of their rule. In fact, leadership should become much more sensitive to the temporal (time‐related) needs of companies and their organizations. How does this affect the qualities of leaders? Does leadership style bring resolve or is it something else? And, what kind of a leader are you? A conceptual framework is needed as much as a practical approach. In a holistically learning organization, leadership, in its broadest sense, must accept the existence and limits of so‐called temporal comfort zones. In fact, an adequate management process requires the adoption of a triple‐loop learning process.
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