{"id":56609,"date":"2025-12-03T08:09:19","date_gmt":"2025-12-03T07:09:19","guid":{"rendered":"https:\/\/www.sasserath-bitter.com\/?p=56609"},"modified":"2026-02-19T11:06:55","modified_gmt":"2026-02-19T10:06:55","slug":"why-organizations-lead-not-individuals","status":"publish","type":"post","link":"https:\/\/www.sasserath-bitter.com\/en\/why-organizations-lead-not-individuals\/","title":{"rendered":"Why organizations lead &#8211; not individuals"},"content":{"rendered":"<p>[et_pb_section fb_built=&#8221;1&#8243; module_class=&#8221;custom_listStyle pb0&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_row _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; collapsed=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_heading title=&#8221;The systemic view of leadership: Why organizations lead\u2014not individuals&#8221; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>In many companies, there are a number of persistent assumptions about what leadership is: leadership is employee management, leadership is what managers do, and top management is solely responsible for the future viability of a company.<\/p>\n<p>But this perspective is too short-sighted\u2014and it creates problems that we encounter time and again in change processes.<\/p>\n<p>A systemic view focuses on something completely different: <strong>It is not the leaders who lead the organization\u2014the organization leads itself.<\/strong><\/p>\n<p>Leadership is an <strong>organizational skill<\/strong>, not an individual talent. It arises from structures, routines, communication processes, and the interaction of many actors.<\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; collapsed=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_heading title=&#8221;Why the classic concept of leadership is misleading&#8221; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text module_class=&#8221;custom_listStyle&#8221; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>Those who want change often look to managers for causes and solutions:<\/p>\n<p><em>\u201cManagers simply have to lead better!\u201d<\/em><\/p>\n<p>This automatically gives rise to the idea of the heroic leader who knows everything, can do everything, and is responsible for everything.<\/p>\n<p>The consequences:<\/p>\n<ul>\n<li>Managers are under enormous pressure.<\/li>\n<li>They are held responsible for things they cannot control.<\/li>\n<li>At the same time, the organizational dimension of leadership is overlooked\u2014the real steering wheel.<\/li>\n<\/ul>\n<p>Because in reality, the following applies:<\/p>\n<p><strong>Even managers are managed.<\/strong><\/p>\n<p>You operate within the boundaries set by structures, rules, target systems, informal networks, and cultures.<\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; collapsed=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_heading title=&#8221;What actually \u201cleads\u201d in organizations&#8221; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text module_class=&#8221;custom_listStyle&#8221; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>Anyone who takes a systemic view of leadership will quickly see that:<\/p>\n<p>Leadership happens all the time\u2014even where no one has \u201cleader\u201d in their job title.<\/p>\n<p>The following elements, among others, have a leadership effect in companies:<\/p>\n<ul>\n<li><strong>Target agreements and KPI systems<\/strong><\/li>\n<li><strong>Structures and processes<\/strong><\/li>\n<li><strong>Habits, routines, and meeting formats<\/strong><\/li>\n<li><strong>Organizational culture and implicit scripts<\/strong><\/li>\n<li><strong>Decision-making processes and escalation logic<\/strong><\/li>\n<\/ul>\n<p>All these factors influence people&#8217;s behavior \u2013 and thus control the organization.<\/p>\n<p>Leadership therefore arises wherever communication processes prepare decisions, reduce uncertainties, set priorities, and enable action.<\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; collapsed=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_heading title=&#8221;Leadership is teamwork \u2013 not a solo performance&#8221; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;] [\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>A key component of a systemic understanding of leadership is the realization that:<\/p>\n<p><strong>A company is never led by individuals, but by leadership groups<\/strong><\/p>\n<p>And these teams often consist of more than just formally appointed managers. In every organization, there are people whose influence comes from other sources:<\/p>\n<ul class=\"mb1rem\">\n<li>Popular figures<\/li>\n<li>Long-standing employees with large networks<\/li>\n<li>Informal advisors<\/li>\n<li>Micro-politicians<\/li>\n<li>Experts with indispensable knowledge<\/li>\n<li>Gatekeepers at interfaces (internal and external)<\/li>\n<\/ul>\n<p><strong>Crozier and Friedberg identify four factors of power:<\/strong><\/p>\n<ul>\n<li><strong>Possession of competence or specialist knowledge<\/strong><\/li>\n<li><strong>Use of organizational rules<\/strong><\/li>\n<li><strong>Control of internal communication and information flows<\/strong><\/li>\n<li><strong>Control of relationships between the organization and its environment<\/strong><\/li>\n<\/ul>\n<p>Anyone who wants to lead must know who actually has influence\u2014and why.<\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; collapsed=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_heading title=&#8221;Why leadership teams don&#8217;t work in many organizations&#8221; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>Although leadership should be a team effort, classic committees are often dominated by:<\/p>\n<ul>\n<li>Competition<\/li>\n<li>Rivalry<\/li>\n<li>Silo mentality<\/li>\n<li>Pressure to justify oneself<\/li>\n<li>A focus on operational issues rather than future challenges<\/li>\n<\/ul>\n<p>It is rare to find genuine teams that perform a joint leadership role.<\/p>\n<p>But when it comes to questions about the future, top management alone is not enough.<\/p>\n<p>It must engage in <strong>dialogue and discourse<\/strong> with other perspectives, departments, and centers of influence. <\/p>\n<p class=\"mb1rem\">This requires:<\/p>\n<ul>\n<li><strong>Paradox competence (tolerating contradictions)<\/strong><\/li>\n<li><strong>Ability to engage in dialogue<\/strong><\/li>\n<li><strong>Cross-functional cooperation<\/strong><\/li>\n<li><strong>Leadership teamwork<\/strong><\/li>\n<li><strong>Clarification of informal power structures<\/strong><\/li>\n<\/ul>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; collapsed=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_heading title=&#8221;First-order leadership vs. second-order leadership&#8221; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;] [\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>A helpful distinguishing feature is:<\/p>\n<ul>\n<li><strong>First-order leadership:<\/strong> Work <em>in<\/em> the organization \u2013 operational, short-term, stabilizing<\/li>\n<li><strong>Second-order leadership:<\/strong> Work <em>on<\/em> the organization \u2013 reflective, future-oriented, creative<\/li>\n<\/ul>\n<p>Many managers are so caught up in day-to-day operations that they have hardly any resources left for \u201csecond-order\u201d tasks.<\/p>\n<p>But this is precisely where future viability arises.<\/p>\n<p class=\"mb1rem\">Effective second-order leadership requires:<\/p>\n<ul>\n<li>clear spaces and formats<\/li>\n<li>distributed responsibility<\/li>\n<li>shared awareness of problems<\/li>\n<li>joint work on the leadership system<\/li>\n<li>cross-functional leadership structures that exist <strong>in parallel<\/strong> to the operational organization<\/li>\n<\/ul>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; collapsed=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_heading title=&#8221;When organizations lead themselves: Leadership as a monitoring function&#8221; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>From a systemic perspective, leadership is a <strong>control function<\/strong> that continuously ensures the survival of the organization.<\/p>\n<p class=\"mb1rem\">This includes:<\/p>\n<ul>\n<li>Regularly asking relevant questions<\/li>\n<li>Addressing areas of uncertainty<\/li>\n<li>Gathering signals from the environment and the market<\/li>\n<li>Evaluating future options<\/li>\n<li>Preparing decisions<\/li>\n<\/ul>\n<p>A company should therefore ask itself:<\/p>\n<p>[\/et_pb_text][et_pb_heading title=&#8221;1. Who are the most important leaders \u2013 and how can we recognize them?&#8221; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;] [\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>(Formal and informal)<\/p>\n<p>[\/et_pb_text][et_pb_heading title=&#8221;2. How does leadership communication work?&#8221; admin_label=&#8221;2&#8243; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;] [\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>(Official channels, shadow organizations, informal networks)<\/p>\n<p>[\/et_pb_text][et_pb_heading title=&#8221;3. What leadership tools are available to us?&#8221; admin_label=&#8221;3&#8243; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;] [\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>(Goals, structures, culture, processes, rituals, etc.)<\/p>\n<p>[\/et_pb_text][et_pb_heading title=&#8221;4. What is our leadership culture like?&#8221; admin_label=&#8221;4&#8243; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;] [\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>(Where are emotional reactions occurring? Where is there capacity for reflection?)<\/p>\n<p>[\/et_pb_text][et_pb_heading title=&#8221;5. And what else influences our management system?&#8221; admin_label=&#8221;5&#8243; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>(Ambiguities, taboos, power games, blind spots)<\/p>\n<p>Those who answer these questions will understand the organization&#8217;s leadership system \u2013 and can shape it in a targeted manner.[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; collapsed=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_heading title=&#8221;What specific tools companies need&#8221; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]To design leadership systemically, the following is required:[\/et_pb_text][et_pb_heading title=&#8221;1. Cross-functional management collaboration&#8221; admin_label=&#8221;1&#8243; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]Shared responsibility across departmental boundaries.[\/et_pb_text][et_pb_heading title=&#8221;2. Designing leadership teamwork&#8221; admin_label=&#8221;2&#8243; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]Real teams instead of committees.[\/et_pb_text][et_pb_heading title=&#8221;3. Working together on the organization&#8221; admin_label=&#8221;3&#8243; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]Regular opportunities for reflection and decision-making away from the hustle and bustle of day-to-day operations.[\/et_pb_text][et_pb_heading title=&#8221;4. Holistic view of organizations&#8221; admin_label=&#8221;4&#8243; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]Away from focusing on individual employees \u2013 toward looking at patterns, structures, and interactions.[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; collapsed=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_heading title=&#8221;FAQs on the systemic view of leadership&#8221; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_toggle title=&#8221;Are managers then superfluous?&#8221; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h6&#8243; global_colors_info=&#8221;{}&#8221;]No. But their role is shifting: away from operational decision-maker, toward process designer, listener, networker, and moderator.[\/et_pb_toggle][et_pb_toggle title=&#8221;How can I recognize informal leaders?&#8221; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h6&#8243; global_colors_info=&#8221;{}&#8221;]Through influence analysis: Who is often asked for advice? Who is listened to? Who shapes opinions? Who sits at the interfaces?[\/et_pb_toggle][et_pb_toggle title=&#8221;What is the biggest hurdle to systemic leadership?&#8221; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h6&#8243; global_colors_info=&#8221;{}&#8221;]The belief that leadership is an individual talent rather than an organizational skill.[\/et_pb_toggle][et_pb_toggle title=&#8221;How do I get started as a business?&#8221; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h6&#8243; global_colors_info=&#8221;{}&#8221;]With a diagnosis of the management system based on five key questions: stakeholders, communication channels, management tools, management culture, and blind spots.[\/et_pb_toggle][\/et_pb_column][\/et_pb_row][et_pb_row module_class=&#8221;pb0&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_heading title=&#8221;Takeaways&#8221; module_class=&#8221;mb10&#8243; _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; title_level=&#8221;h3&#8243; global_colors_info=&#8221;{}&#8221;][\/et_pb_heading][et_pb_text _builder_version=&#8221;4.27.5&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<ul>\n<li>Leadership is not an individual skill\u2014it is a <strong>characteristic of the organization<\/strong>.<\/li>\n<li>Structures, routines, goals, culture, and communication channels are more influential than managers.<\/li>\n<li>Sustainability is not achieved through heroism in top management, but through <strong>cross-functional leadership teams<\/strong>.<\/li>\n<li>Informal actors shape leadership just as much as formal roles.<\/li>\n<li>Managers must be able to <strong>listen<\/strong>, hold good conversations, and share responsibility.<\/li>\n<li>Systemic leadership means viewing the organization as a whole\u2014and working on it together.<\/li>\n<\/ul>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"<p>But this perspective is too short-sighted \u2013 and it creates problems that we encounter time and again in change processes.<\/p>\n","protected":false},"author":3,"featured_media":56642,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[55],"tags":[],"class_list":["post-56609","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership-excellence"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>The systemic view of leadership: Why organizations lead.<\/title>\n<meta name=\"description\" content=\"Leadership is employee management; 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