On the one hand, there can be no question that the notion of feeling for others, caring for others, identifying with others, being responsive to others, and perhaps even sharing their pain exquisitely or excruciatingly is heartfelt, humanitarian, highly spiritual, and an essential component in a leader’s response repertoire. But it has rarely been my experience that being sensitive to others will enable those “others” to be more self-aware, that being more “under-standing” of others causes them to mature, or that appreciating the plight of others will make them more responsible for their
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