E&M

The fragility managers are experiencing today stems from the misalignment between growing responsibilities, uncertain authority, conflicting expectations, and a lack of opportunities for dialogue. This article analyzes dimensions of role, meaning, and relationships, highlighting their effects on decisions, teams, and the quality of work. The critique here is directed at both individualistic interpretations, which attribute the problem to individual managers, and interventions limited to personal well-being. To make leadership viable again, there must be sustainable roles, support networks, consistency in evaluation systems, and a culture that recognizes vulnerability as a component of managerial responsibility.