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The golden mean or golden middle way is the desirable middle between two extremes, one of excess and the other of deficiency. It appeared in Greek thought at least as early as the Delphic Maxim nothing to excess and emphasized in later Aristotelian philosophy , [1]. For example, in the Aristotelian view, courage is a virtue , but if taken to excess would manifest as recklessness , and, in deficiency, cowardice. The earliest representation of this idea in culture is probably in the mythological Cretan tale of Daedalus and Icarus. Daedalus, a famous artist of his time, built feathered wings for himself and his son so that they might escape the clutches of King Minos. Daedalus warns his beloved son whom he loved so much to " fly the middle course ", between the sea spray and the sun's heat. Icarus did not heed his father; he flew up and up until the sun melted the wax off his wings. For not heeding the middle course, he fell into the sea and drowned. Another early elaboration is the Doric saying carved on the front of the temple at Delphi : " Nothing in Excess " " Meden Agan ". Socrates teaches that a man must know "how to choose the mean and avoid the extremes on either side, as far as possible. Well Balanced Leadership An Ideal Way to

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Entrepreneur Christy Jones is creating a venture to help women preserve their eggs and postpone motherhood. But what would an egg-freezing service sell—and to whom? Read the Transcript. Rosabeth Moss Kanter discusses ways leaders can navigate bumpy transitions and heal divided constituencies.

Open for comment; Comment s posted. The pandemic has challenged managers as never before, but one powerful leadership strategy is being overlooked, say Boris Groysberg and Susan Seligson: Be kind.

Leaders today face two great questions: how to survive, and how to capitalize on new opportunities. James Heskett's readers look for the research evidence. The Stockdale Paradox and survival psychology contain wisdom for how leaders can manage the coronavirus crisis, according to Boris Groysberg and Robin Abrahams. Ashley Whillans and colleagues offer managers solutions to ease the stress many employees are experiencing in the new workplace.

Joseph Badaracco studied classic works and interviewed managers in 15 countries to learn how busy men and women find time for reflection. Clear decision-making in a crisis depends on sound methodology and gathering information from a variety of sources.

Advice from Boris Groysberg and Sarah Abbott. By unleashing the full potential of their teams, leaders increase safety and inclusion in the workplace. Co-author Frances Frei discusses her new book, "Unleashed. When institutions let us down, look for leadership outside of hierarchies, says Rosabeth Moss Kanter.

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Leaders managing their organizations through crisis show seven Iddal capabilities, says John A. Call them the seven Cs. Now is the time for leaders to inspire their organizations to help the world through the COVID crisis. Bill George has a list of authentic leaders who are up to the challenge.

Thomas DeLong, a professor at Harvard Business School, explains in a new book what makes a great teacher—and manager. If so, how do we get them back?

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James Heskett's readers provide answers. When company leaders can't hear the voices of their workers, serious strategic mistakes are likely. Michael Beer discusses ways organizations can build powerful communication channels. By making sensitive self-disclosures, leaders can enhance how authentic their followers perceive them to be, leading to positive interpersonal outcomes and potentially organizational ones as well.

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Aside from the obvious costs of disclosing weaknesses, leaders may also reap surprising benefits from doing so. But is there such a thing as too many rebels? Readers respond. A podcast featuring faculty discussing cases they've written and the lessons they impart. Filter Results : Arrow Down.]