It is necessary for top managers to be highly qualified, competent and able to ensure a company’s development. However, it is also important to remember that, though the development of a company’s strategy, goals and tasks is the obligation and privilege of a company’s top-management, the realisation of these strategies is up to the company’s workers of all levels. If personnel lack concrete strategic goals, as well as motivation, they are likely not to coordinate their actions with the company’s global goals. Moreover, control of personnel is also vital in order to make sure they work effectively.

But as for this control, it is important not to go too far. All these control mechanisms derive from natural human fears such as “our fear of one another, of a harsh competitive world, and of the natural processes of growth and change that confront us daily. Years of such fear have resulted in these byzantine systems. We never effectively control people with these systems, but we certainly stop a lot of good work from getting done".

What does she offer instead? First of all, leaders should believe people who work for their companies. Their approach should become more trustful, self-organizing, and participative, and it results in employees’ becoming more concerned about company’s prosperity.

The second condition for successful leadership is to introduce changes in the company’s system, however this should be done following some concrete strategy.