Resources
The Hour Between Dog and Wolf: Risk-taking, Gut Feelings and the Biology of Boom and Bust. (2012)
"Coates identifies a feedback loop between testosterone and success that dramatically lowers the fear of risk in men. Similarly, intense failure leads to a rise in levels of cortisol that lowers...
The blind leading: Power reduces awareness of constraints. (2012)
"Organizations need to anticipate the tendency of their most powerful members to leap without looking. The remedy is to surround them with people who can see other angles, or can...
Emotional finance theory goes beyond greed, fear, and hope. (2012)
"Emotions triggered by decision making with unpredictable outcomes have a dynamic impact on thought processes." Philip Lawton, author of “Middle office: managing financial institutions in turbulent times.” Published on...
Why narcissistic CEOs kill their companies. (2012)
"Narcissistic CEOs can be... amazingly damaging …in some cases, eventually killing their companies Eric Jackson 11 January 2012, Forbes.com …Organizational researchers may not believe that executive narcissism is of much theoretical...
Financial reporting frauds: A manifestation of hubris in the C-suite? Some exploratory evidence. (2012)
"The authors investigate the relationship between CEO hubris, a firm’s managerial, governance and market oversight attributes, and a propensity to financial misreporting. Michel Magnan, John Molson School of Business Concordia...
Leadership – an elusive concept. (2012)
“Leadership is a word I am most uncomfortable with. It has so many meanings and nuances of meaning, many of which are contradictory …. Wanting a strong leader may be...
Gordon Brown now suffers that incurable syndrome: ex-PM. (2011)
"Analysing the psychological impact of power on a leader's personality, Owen points out that these people, with huge doses of daily adrenaline, are in a perpetual state of post-traumatic stress...
Dominant CEO, deviant strategy, and extreme performance: The moderating role of a powerful board. (2011)
“…it is possible that coupling dominant CEOs with powerful boards represents an ideal governance arrangement.” Jianyun Tang, Memorial University of Newfoundland Mary Crossan & W. Glenn Rowe, Richard Ivey School...
Why did Napoleon do it? Hubris, security dilemmas, brinksmanship, and the 1812 Russian campaign. (2011)
"Of all of Napoleon’s blunders, none was more destructive and self-defeating than his decision to invade Russia. So why did Napoleon do it? Of course, Napoleon never imagined such an apocalyptic...
When confidence is detrimental: influence of overconfidence on leadership effectiveness. (2011)
"Although leaders should be enocuraged to be confident, there is a risk in encouraging overconfidence. In fact, leaders should try to keep their confidence fairly low when it is necessary...