Indexes - all Resources

“In our choice of, and support for, leaders, we still seem to be guided by unconscious or instinctive preferences.” Jaap van Ginneken, former Associate Professor, University of Amsterdam Pub: Springer From the publisher’s website: “By analysing a wide range of empirical research into leadership, this book provides a composite portrait of frequent characteristics, such as personality and demeanour, t...

A personal view of recent political events as seen through the lens of hubris and ‘the intoxicating effects of power’. (Another in an occasional series of contributions from friends of the Daedalus Trust.) Eugene Sadler-Smith, B.Sc. Ph.D. FRSA FCIPD. Professor of Organizational Behaviour, Surrey Business School Society seeks out leaders who can take risks, exercise and exert influence, are ambitious and deter...

Participants’ cognitive biases can both help and hinder scenario thinking: but expert facilitation can challenge and attenuate individuals’ overconfidence. Stephanie Bryson, Megan Grime, Adarsh Murthy and George Wright; Strathclyde Business School. Chapter in Behavioral Operational Research, edited by Kunc, M., Malpass, J., & White, L., published by Springer. “(The authors) discuss and analyse the use of sce...

"The Chilcot report (into the war in Iraq) is … also a study into how decision-making can go wrong. Here are nine lessons (from Chilcot) for investors. Chris Dillow. Investor Chronicle 7 July 2016. Image: Warwick Page, Getty Images First, beware of peer pressure. ... while loyalty to one's friends is a virtue, it can lead us to make poor decisions.... For example, Hans Hvide has found that...

"Iraq war shows how an inner circle that becomes a cabal will confirm what CEOs think they know." Andrew Hill. ft.com 11 July 2016. It should come as no surprise that the uniquely perilous situation described in the (Chilcot report on the Iraq war) has parallels in, and lessons for, the corporate world. (Chilcot’s) report advocates wider and deeper discussion in cabinet and committees, separation of risk assessments ...

Then UK prime minister Tony Blair, "is not a liar and a war criminal (as many contend), but a man steered by a fatal combination of hubris, wishful thinking and moral fervour." The Economist 6 July 2016 “The picture (that Chilcot's report) paints, for all the familiarity of its main elements, is a devastating one of individual and institutional failure. The verdict on Tony Blair, Britain’s prime minister at the time, is not tha...

A practical ‘anti-hubris toolkit’ is taking shape in the UK at Surrey Business School’s Business Insights Lab. It’s an initiative founded on the belief that while academic research into the nature and origins of hubristic leadership in business is important, there’s an urgent need to develop anti-hubris tools “so that the phenomenon might be anticipated, identified and mitigated in advance of any crises it might precipitate.” ...

“…once in power, a leader with an Antisocial Personality Disorder (ASPD) thrives on continuing conflict and never seeks peace." Frederick M. Burkle, Jr, MD, MPH, DTM, FAAP, FACEP. Harvard Humanitarian Initiative, Harvard School of Public Health; Senior International Public Policy Scholar, Woodrow Wilson International Center for Scholars, Washington, DC; National Academy of Medicine, Washington, DC. Disaster Medicine and Publ...