![]() ![]() Truth is, our business and science are too difficult for anyone to manage in such an autocratic way. ![]() We tend not to have hero leaders like Steve Jobs. There have been lots of useful findings and if you want the full story, let me nudge you towards ‘ Leadership in the Life Sciences’ on Amazon and the accompanying video on YouTube.Ī big, central finding was that, in our business, two of the commonly held models of leadership don’t really hold true. My dissatisfaction with the leadership guff has pushed my work towards focusing on what leaders, and leadership teams, do in the exceptional context of the life sciences industry. Reading books about leadership leaves one thinking that the whole field has fallen for the myth of the hero leader. ![]() I’ve found leaders to be so different that I can’t accept that there is a ‘leader personality’. Second, much writing focuses on personality and who leaders are. While I’m prepared to accept a few shared basics, the idea that leading Novartis is the same as leading McDonalds seems preposterous. First, we talk about leadership as if it were the same in any business. Whenever I see one of those ‘leadership is.’ memes on LinkedIn, I can be pretty certain that what is going to follow is going to be platitudinous drivel with no evidence behind it.Įven in the more substantial academic literature, it’s hard to pin down what leadership is or to identify what great leadership is. There’s a huge amount of guff written about leadership. It is both academically interesting and practically useful, so let me do my usual thing of rambling into the science on the way to something you can use. This week, as I crunched data for a new piece of research on leadership, another link emerged. The more I research how life sciences companies work, the more I see the parallels between businesses and biology. ![]()
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