Bosses and managers from atypical backgrounds have succeeded in avoiding socially pre-determined outcomes by turning their differences into resources. This did not, however, mean that they became "normal". They are leaders, but they remain excluded from convened social positions.This distance leads them to listen, to look upon, and to analyse their environments, their pasts and their relations with others much more than "normal" people do. Furthermore, this distance facilitates entrepreneurial risk-taking and the creation of networks, complicity and solidarity. It requires the mobilization of...