eaders of successful organizations. Managers who bring a company to a certain level of success may not be the same managers who are able to maintain that success. There can be a tendency for managers to rely on strategies and tactics which worked in the past, but which may no longer be appropriate to the business. Recognizing that these and other problems exist at the level of the individual can be key in a manager's ability to successfully lead a successful organization (178).
At the same time, there are cultural problems in organizations that can foster the Icarus paradox. These include embedded values gleaned from a single charismatic leader (Walt Disney, Eddie Rickenbacker and An Wang are prime examples) and monolithic cultures which favor specific departments depending on the organization (181).
The first step to avoiding the Icarus paradox is to recognize that the syndrome exists. Such awareness is not en
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