The situational leadership between imaginary and reality The deep mutations within the social-economic and political-cultural ambits, the instability of the complex system and vortical development of the cybernetic
neocapitalism, the attempt to deburocratize the Total Institutions, impose a growing attention over the emergency of new leaders able to sustain other complex challenges for the future, as well as sailing the route of change of which the identification of the profile and its destiny is becoming more and more difficult. The role of the new leaders don’t rely anymore on the conservation of the status quo, but it’s projected on being sailors of an always possible change, that can be achieved only through a remarkable predisposition to flexibility and the ability to risk. In this perspective the new leader innate talent isn’t enough anymore, as it’s not enough the simple mastery of knowledge concerning market behavior, investment strategies or others. His Know-how in technical terminology isn’t enough anymore. The new leader is asked for new competencies, based on the knowledge of being or being-in-the-knowledge, being them relational competencies centered on the ability to marshal agreement, managing human resources, to risk in the research of new and unexplored perspectives and solutions to problems and ontological competencies such as enthusiasm, passion, coherence, empathy, thought independence, authenticity, moral richness, reliability.