Reading through the literature especially Harvard’s publication The Handbook of Leadership Theory and Practice we discover about five to seven key dualities in scholarship on leadership. But these are all dualities that also continuously frame and reframe how we as leaders think of our calling. The first is the balance between the tension of the demand to deliver or produce superior performance and the role a leader must play in creating meaning in an organization by empowering others to think about the internal culture of excellence. I realize many of you will see these as the same part and parcel as it is said. But they are really not the same. You can spend to much time on one and not produce the required results or too much time on the other and end up with a hallow organizational culture, Live in the tension!! It is hard and dangerous work!