FROM THE EDITORS

摘要

Leaders must look at the world in ways fundamentally different from others. They must see patterns, signs, warnings, and more that may not be obvious, or even visible to people who are not in leadership positions. This is a difficult, and potentially dangerous undertaking. Perspective taking is particularly crucial in this regard, as demonstrated by Adam Galinsky (Columbia Business School) and Maurice Schweitzer (Wharton School at the University of Pennsylvania). Yet this skill sometimes becomes more difficult the higher someone rises within an organization. It is worth cultivating, these authors contend, because it helps to motivate others, communicate more clearly, and navigate difficult or tense situations. The article calls on research the authors conducted with psychologists at the University of Iowa, University of California-Los Angeles, and New York University, as well as an anecdote about President John F. Kennedy and the 1962 Cuban missile crisis. Galinsky and Schweitzer conclude that when "leaders overcome their diminished motivation to engage in perspective-taking, they can make better decisions, communicate more clearly, and lead more effectively."