of business performance through betterprocesses. This made me understand thatthe ability to see and overcome limiting beliefs to jump into a self-transcendingconstruction (Allen et al. 2011), is a crucial skill of leaders who have todecide when to act for best advantage, since knowing accurately when to takeactions, will lead to best effects (Needham 2008).Furthermore,as organizations are increasingly confronted with complexity inherent in thisnew generation of globalised system (De Wit and Meyer 2010), it is evident thatthe ability of changing themselves, as well as the adaptability to a changingenvironment may be decisive to attain and maintain business advantages (Duhaimeet al. 2012). Myview about leadership were always firmly aligned with the idea that effectiveleaders are those who convince others of the merit of their ideas, and engagethem into actions toward that vision, inspiring and motivating. Thus, based onmy belief I often attempt to express my ideas for the future, and frequentlyperceived that many others could not think that far, and were not able to seethe future I was envisioning. I realized that our managers were failing toalign individual actions with long-term goals, which should occur at all levelsof the organization (Jaques 2006), not only stimulated by senior executives. Moreoverconsidering the complexity of business environment, people need to be moreinvolved in long-term goals. Relating this strategy to time horizon, Jaques(2006, p. 24) states the picture of the future that people vaguely think andtalk about, but can actually deal with, forecast and control by doing things ona scale that they can feel comfortable. My leadership studies gave theopportunity to recognize the range of factors that motivate each employee(Chreptaviciene and Starkute 2012, p. 164) and use this to achieve competitiveadvantage.Everyorganization at some point will face disequilibrium. A certain amount ofdisequilibrium helps fuel change in an organization (Plowman et al. 2007),but too much can cause people to fight, flee or freeze. Likewise, too littledisequilibrium does not provoke people to ask uncomfortable questions and makedifficult decisions. Companies must find the right balances so that disturbanceis productive rather than destructive. Depersonalizing conflict is important tomaintaining the right level of disequilibrium (Plowman et al. 2007).Disagreements should be focused on the issues, but it is important to understandthe viewpoints of interested parties as well. A culture of courageousconversation should be instilled so people feel free to discuss difficulttopics (Mone& London 2010). Thus, disequilibrium is animportant state in the dynamics of an organization, and only resonant leaderscan provide crucial insights to clarify the situation and address emotional issues.Iwas one of the leaders called to speak to the employees immediately after theannouncement that some operations will shut down and many people willinevitably lose their job. That was a real test to me. After months of talkabout the benefits of the merge, more than 45 people were told that they werelosing their job of years. Everyone was devastated. I realized that at thatvery moment my role was to comfort people and give them hope to continue theirlives and so I did it. Thus, I gradually perceived that despite the shocking news,they started trying to find solutions instead of crying. That showed me thepower of emotional