A widespread myth in the business world is the myth of The Great Leader, the idea that a company’s success, especially when it is a highly renowned company,

with far-reaching strategies, is due to the influential figure behind its remarkable achievements.

However, despite how widely this theory—or myth—is accepted, it is not entirely true. Systematic studies have disproved it, and the author of the book points to some of them

“Companies Built to Last”—but that’s not all. Embracing this theory implies that everyone else is irrelevant, and that every success or advance the company achieves is thanks to

that great leader with the powerful personality.

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Is a powerful personality essential?

Self-help books and traditional business management books have sung the praises of the need for—and importance of—an influential, inspirational leader. But although we know that

many influential leaders have achieved success at one company or another, the truth is that many leaders have also achieved remarkable success

without having influential or inspirational personalities.

So it’s time to accept the following truth, as presented by the author of *Built to Last*: “Being a charismatic, widely admired leader is not a necessary

prerequisite for building a company with visionary strategies.”

In any case, if you have a charismatic personality, that’s fine—it does no harm. And if you don’t, that’s fine too; many great executives

have founded companies and achieved tremendous success without being charismatic. Consider, for example, the leaders of companies such as 3M, Procter & Gamble, and Sony.

You don’t need to become charismatic. That is difficult in itself, and charisma is shaped by many factors—psychological, genetic, and biological. Besides,

you don’t need it in the first place.

The influential-leader model is not only unnecessary; it can also negatively affect employees and other managers. Making success exclusive to people with influential personalities

means discouraging others and preventing them from even trying.

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So what is the path to success?

A manager’s leadership style, or the way they handle situations, may matter less than their organizational mindset and their adherence to a systematic plan.

واضحة ومحددة.

According to this view, the company needs a clear plan and a defined vision of what it wants to become in the future. Then comes

a manager (whether influential or not) who takes charge of carrying out that plan and works hard to fulfill the vision.

One important point is that a forward-thinking company with long-term strategies does not define itself by any one manager. Instead, it focuses its efforts

on developing plans and strategies that ensure its continued success and growth.