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Adaptable and innovative organizations grow leadership at every level, and create a wide and deep array of internal talent to call upon in times of need. Leadership is not the preserve for a select few, but for as many in the organization as possible. This is especially true of middle managers who are not champions of change. Innovative organizations develop a “teachable point of view” on business ideas and values, and this can accelerate knowledge creation and transfer within the firm. Middle managers are not just “doers,” they also are “thinkers.” And if given the chance and the right circumstances, middle managers can also be “leaders.” 1
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