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"... I will deal with, ‘Structures and processes that might bind, shackle and brake democratic leaders without inhibiting their ability to give of their best’. ‘Binding’ is very important … One of several videos from our highly successful 'Leadership, democracy and hubris', Research Café. This well-attended event, the fourth cafe so far, was organised jointly by the Daedalus Trust and the Centre for the Study of Democracy at the U...

"The theme today is the nature of leadership….Lord Owen has made a very interesting remark in his book The Hubris Syndrome that one possible ‘treatment’ for hubris may in fact be democracy… One of several videos from our highly successful 'Leadership, democracy and hubris', Research Café. This well-attended event, the fourth cafe so far, was organised jointly by the Daedalus Trust and the Centre for the Study of Democracy at the Uni...

On 4 March 2014 the University of Westminster’s Centre for Studies in Democracy and the Daedalus Trust jointly hosted a Research Café. The event was attended by just over 50 people and was designed to discuss the following questions in an open and informal setting:

• What is the nature of leadership in democracy and in what ways can democracies identify, manage or contain hubristic leaders?
• Possible cultural, social, organ...

“…power can be either negative or positive.” Prof. Ronald E, Riggio, Claremont McKenna College, California. Psychology Today, 3 April 2014 “When we think about greed, jealousy, corruption, and a multitude of other vices, there is one process underlying all of these. What is it? “This corruptible force is power. We’ve all heard the saying “power corrupts,” or the longer version, “absolute power corrup...

"Takes a middle ground between the academic and practitioner approaches to leadership by outlining practical guidelines that are evidence-based." Julian Barling PhD, Queen’s School of Business, Canada. Oxford University Press, 6 March 2014. From the review by Prof. Clive Fullagar, Kansas State University: “The literature on leadership broadly consist of two kinds of book: those that are directed at an a...

“What can organizations and individuals do about bad bosses?" Prof. Ronald E. Riggio, Claremont McKenna College, California Psychology Today 6 August 2014. “We all likely have a story of that one (or more) terrible boss, who was either a tyrant, a bully, or just totally incompetent. In fact, it may seem that there are more bad bosses than good ones. “Psychologist Robert Hogan claims that 60-75 percent of managers...

“Interpersonal Sensitivity (Agreeableness) and Inquisitiveness (Openness) correlated most strongly with altruism. Two darkside disorders (Excitable, Reserved) correlated negatively but two others (Imaginative and Dutiful) correlated positively.” Adrian Furnham & Luke Treglown, University College London. Gillian Hyde & Geoff Trickey, PCL Tunbridge-Wells....