They should push it to the domain of team members and subject it to their scrutiny and buy-in. Unfortunately, this is usually not the practice as most leaders believe in “command and control” style of leadership. These are leaders who feel threatened whenever anything negative is being said about their initiatives and do not feel sufficiently secured to subject their ideas to strong discourse. These leaders obviously have hidden or private agendas which they prefer to keep to their chest.
The discipline of robust dialogue promotes a culture of strong dialogue on any issue in an organisation with the
aim of finding realistic solutions and resolving protracting concerns. This is because dialogue is the main ingredient that drives the unit of work. Dialogue should be holistic and not fragmented, open, candid, informal and free from politics and games.