when we grow up? Knowing this answer will not be the end of oursearch, but the starting point for several others. It is through this questionthat our future begins to be drawn. It is this question that turns crazyplans into something quite possible. Withme is not different, just like everyone I want the improbable, the surprising,the innovative. I want to do what no one else would be able to accomplish, Iwant to go so far that nobody can reach me, I want to be the discoverer of anew era, or who knows, the discoverer of a new time. Actually, what I reallywant is to fulfill my desires, and like in a child's game, win everythingseemed improbable; the dream job, the perfect family, and why not? Travellinginto the space. Beinga leader I gained experience to grow in humility, mature, havingresponsibilities. Leadership tests my capacity to innovate, and be ahead of thetime in which I live. It has taught me to not regret my luck. It has taught methat I must be a dreaming person, and experience the new, looking at the realizationof my desires every day, doing what I like to do, not just what brings memoney. As a leader I learned to be loyal to my values, and always do the best inwhat I am engaged, because I am solely responsible for my destiny.Finally,as a leader I have learnt that we all can be everything we want to be and when toughtimes come, I can set back and simply answer that question: what do I want tobe when I grow up? ReferencesAllen,P, Maguire, S & Mckelvey, B 2011, TheSAGE handbook of complexity and management, SAGE publications ltd, GreatBritain. Anderson,D 2001, Beyond change management:advanced strategies for today's transformational Leaders, 2nd edn, Wiley,the United States of America. Bass,BM & Riggio, RE 2006, Transformationalleadership, 2nd edn, Lawrence Erlbaum associates, London.Blake,C 2008, The art of decisions: how tomanage in an uncertain world, Prentice Hall, Great Britain.Bar-Yam,Y 1997, Dynamics of complex systems,Addison Wesley, England.Bodenhamer,BG & Hall, LM 1999, The users manualfor the brain vol.1, crown house publishing, United Kingdom.Boyatzis, R. E & McKee A 2005, Resonant leadership: renewing yourself andconnecting with others through mindfulness, hope and compassion, HarvardBusiness School Press, United States of America.Burnes,B 2009, Managing change, 5th edn,Prentice Hall, England.Chreptaviciene,V, & Starkute, J 2012, Relationship between career and competency:verification of theoretical model validity, Engineering Economics, vol. 23, no. 2, pp. 163-173, Business Source Complete, EBSCOhost, viewed 15 May 2013.Contractor,F, & Lorange, P 1988, Cooperativestrategies in international business, Lexington books, Toronto.DeWitt, B & Meyer, R 2010, Strategy:process, content, context: an international perspective, 4th edn, Cenege learning,Andover.Dubrin,A. W 2010, Leadership research, findings,practice and skills, 6th edn, Cenage Learning, New York.Dubrin, A, Dalglish, C, Miller, P 2006 Leadership, 2nd edn., John Wiley &Sons, Milton. Duhaime, I. M, Stimpert, L &Chesley, J. A 2012 Strategic thinking:todays business imperative, Taylor and Francis, New York. Gardner,H 2006 Changing minds: the art andscience of changing our own and other people's minds, Harvard businessschool publishing, the United States of America.Heifetz, RA 1998, Leadership without easy answers, Harvard University Press, UnitedStates of America.Hollenbeck, G. P