Despite a century of effort by untold numbers of people to deconstruct leadership - to understand it and identify better ways to lead and manage people - it has had little effect to narrow the range of acceptable leadership methods in organizations. Why is there so little transmittal of leadership thinking and practice of the type that engages and energizes people compared to that which neglects and discourages people? To state it simplistically, why is "command-and-control" still so popular among leaders, whether in good times or bad? What have we been missing? A Changed Perspective challenges the settled view that better leadership is brought about simply by changing leaders' behaviors. It explores three important things: First, the role of preconception in guiding leaders' thinking and actions. Second, how difficult situations arise and why difficult situations are accepted by leaders as a fait accompli. Third, how can difficult situations be made less common and less difficult to reduce human stress and frustration and enable greater human flourishing on a resource constrained planet. Readers will enjoy the insightful analysis and come away with a changed perspective to lead better than they ever have before.