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The Board depended on the leadership team however; Meg failed to execute the necessary leadership for a new project undertaking, a critical function of a CEO. Meg failed to be a leader of the successful implement of this change.
As CEO, Meg had a vision, but no game plan. A CEO demonstrates leadership and leadership is doing. She needed to put people into action and move them forward. While she looked to the future, she also needed to be in accordance with a preconceived plan (Sher, 2007). Meg failed to demonstrate that her leadership team was capable or prepared to carry out the strategic change...
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