CEO of a reputable company decided to participate in a risky bid.  "We will participate under my responsibility"  was CEO's response to a detalied Risk Assessment performed by his organisation, which identified the subject bidding as highly risky and recommended not to participate in the bidding.  The legal team of the organisation cautioned the management but the CEO insisted to proceed with the bidding. The legal team then wrote to the CEO:

"No you won't. Being a CEO doesn't mean you can tell us to steal from a supermarket and we do".

As a result, the company didn't bid. That's how corporates with genuine systems perform.

A wise man recently reminded me that we need genuine systems more than genuine leaders.  In a genuine system, average people could lead successfully.

Genuine leaders are so rare.  Building the system around them is risky.  We need to build fool proof and genuine systems to minimize corporate risks.

Genuine leaders empower their organisations and minimize their own powers.  Only confident, brave, honest and wise leaders would do that.

While all genuine corporates correctly adopt development programs that target to generate employees who "do the right thing without being supervised", all such organisations know that such targets are extremely hard to achieve.  That's why, genuine systems are established to enable average employees to shine/rise and prevent shining employees from falling.

So, do we need genuine leaders to be successful?

Not necessarily