This chapter discusses the importance of exercising informal power and highlights the risk of losing it once formal power is exercised. It also explores the idea of challenge in both partnership and non-executive contexts, and touches on topics such as external non-executives in partnerships and seeking feedback from clients as a source of power.
Empson explains how the culture of partnership is created and sustained while Morley highlights the challenges of growth and scale in this context. To examine the differences and similarities between leadership in partnerships and corporations, they talk to
Sir Ian Davis,
former Global Managing Partner of
McKinsey and now Chairman of Rolls-Royce plc.
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