What is the first step in assuming a power role? I think in terms of leadership you've got to somehow address the span of authority. Even having a few people un

What is the first step in assuming a power role? I think in terms of leadership you've got to somehow address the span of authority. Even having a few people under limited authority is a pretty substantial undertaking. But having counts in the tens of thousands and having considerable power? I don't think there is a way to reconcile that without detachment of one sort or another. I know if I were in that sort of position, nothing would get done lest some injury to even a single individual be precipitated, thus making me morally culpable in their hurt. It's funny, but most of the senior staff ripe for promotion that I've had the pleasures of interacting with were always disinterested in moving "up" to a leadership position. I think most people have an intuitive sense of the real responsibilities that one has to engage with. So the idea that these people have some underlying pathology I don't think is too far from the mark. I've also considered the concept of pathogenic careers, and the assumption of particular frameworks of justification that need erected to assume certain roles. For instance a surgeon takes life and death into their hands every day, how they reconcile the high-stakes, the successes and the failures, as well as the known- and unknown in the performance of their duties may contribute to a conditioned pathology. I suspect CEOs and politicians are no different. Of course this is all speculative.