What Authentic Leadership Looks Like Under Pressure
Conceptual debt beneath the chapter’s broader account of leadership under pressure. The article supports naming uncertainty, making explicit value-anchored trade-offs, sharing responsibility and modelling boundaries. It does not describe the chapter’s two-type split and is not evidence for the observation that some leaders centralise every decision.
Cited in
Purushothaman, Deepa, and Colleen Ammerman. 'What Authentic Leadership Looks Like Under Pressure.' Harvard Business Review, 10 March 2026. (Conceptual debt: naming uncertainty, making value-anchored trade-offs and sharing responsibility under pressure.)