Contrast leadership and the strategic sparring partner in the C-Suite
This article explores the emerging concept of contrast leadership and the role of the strategic sparring partner as a mechanism to mitigate the risks associated with decision-making in the C-suite. It argues that the loneliness at the top and the cognitive biases inherent in power can erode the quality of strategic decisions. Drawing on the academic and management literature, it proposes a conceptual framework for contrast leadership and distinguishes it from other approaches such as executive coaching and traditional consulting.