The leadership literature reveals that the top executives of organizations need room to maneuver in order to affect organizational performance and adaptiveness. This article examines the basis for this conventional wisdom. The approach is first and foremost theoretical; however, illustrative data from a case study are also included. The discussion shows that maneuvering room for leaders is comprised of structural, social, and cognitive factors that provide guidelines and set constraints for leadership action. At the same time, leaders can be learning agents that influence and shape these aspects. Thus, guidelines and constraints represent both the conditions and the objects for leadership decision making and action.
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