Every one has the ability to put them in a position where they are capable of feeling one or the other situation before jumping to conclusion. To become an important leader, you must have a leadership vision to guide you to what ever you are trying to accomplish. Leader can encounter many situation of "Right versus Right" and to be in that position, it's a huge impact to make a difficult decision that could affect your leadership and your team.
Being in a chocking or panic mood, it is important to step back and look at the big picture "balcony perspective" just so that you can be aware of the outcome of your action. (Gladwell, 2000) As a leader, knowing your own perspective will lack improvements and adjustment as to viewing things from many different perceptions.
My new definition of leadership could connect to the last week definition since the both explained the important of having a vision. From the helpful reading from Heifetz, Linskty and also Gladwell, I learned that leader could encounter some of the difficult decisions and how there are ways to overcome those difficulties. Like In "The Art of Failure: Why some people choke and others panic", Gladwell highlighted at the last page that many people who failed either because of chocking and panicking (Gladwell, 2000) and from the other readings "Get on the balcony", (Heifetz and Linsky) it discussed about how having a balcony perspective could bring out the big picture of a difficult situation (Heifetz & Linsky, 2002). Both readings have a strong connection because if a leader is in a situation of chocking and panicking, having a balcony perspective can be a useful guide to overcome that situation. I believe that a leader to use this sort of tool could encounter a positive outcome when dealing with a difficult situation.
Gladwell, M. (2000). "The Art of Failure: Why some people choke and others panic." The New Yorker, 84 - 92. Retrieved from http://www.gladwell.com/pdf/choking.pdf
Heifetz, R. A., & Linsky, M. (2002). "Get on the balcony." Leadership on the Line: Staying alive through the dangers of leading (pp. 51 - 74). Boston: Harvard Business School Press.