Leadership under the microscope Sharp scrutiny and increasing intervention point to a new model for leadership in regulated sectors, write Gary Storer and Beth Ahlering When Mark Zuckerberg was questioned by the US Congress for two days in April 2018 about alleged misconduct, he was perhaps the most highprofile example of a 21st-century phenomenon affecting leaders around the world. Since the global crash in 2008-10 there has been increased social, political and regulatory pressure on Dialogue Q4 2019
business. Zuckerberg admitted: “We didn’t take a broad enough view of our responsibilities, and that was a big mistake. It was my mistake, and I’m sorry. I started Facebook, I run it, and I’m responsible for what happens here.” Across the world, leaders are held to account for past decisions or for actions in which they