Indexes - all Resources
Assessing leadership style: Trait analysis. (2005)
"Seven traits have been found to be particularly useful in assessing leadership style: 1 - the belief that one can influence or control what happens. 2 - the need for power and influence Margaret G. Hermann, Cramer Professor of Global Affairs in the Department of Political Science in the Maxwell School at Syracuse University and director of that school's Global Affairs Institute Ch. 8 (p 178) of The Psychological Assessment of ...
Written by: Hermann, Margaret C.
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Autocratic leaders and authoritarian followers revisited: A review and agenda for the future (2018)
"...Individuals pursuing a more autocratic style of leadership are likely to be more calculating, self-interested, have a higher need for power..." Harms, P. D., Wood, D., Landay, K., Lester, P. B., & Lester, G. V. (2017) The Leadership Quarterly, Volume 29, Issue 1, February 2018 Image: 'The School of Athens' (detail), by Raphael, 1509. Credit: Wikimedia Commons
Averting hubris-induced disaster by analysing language: new Daedalus Trust-supported research
Do hubristic CEOs give themselves away in the ways they speak and write? If so, language could provide valuable early warning of potentially destructive leadership. The use of ‘Linguistic Markers’ in identifying CEO hubris is the focus of another Daedalus Trust-supported research project, being conducted by PhD researcher Vita Akstinaite at the UK's Surrey Business School. “In certain circumstances language can work as a DNA sample or...
Written by: Akstinaite, Vita.
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Avoiding the pitfalls of overconfidence while benefiting from the advantages of confidence. (2013)
"...provides recommendations on how managers can avoid the pitfalls of overconfidence while benefiting from the advantages of confidence. " Alex B. Van Zant, Ph.D. candidate in Business Administration at the UC Berkeley Haas School of Business Don A. Moore, Associate Professor, Haas Management of Organizations Group, University of California, Berkeley California Management Review, Vol. 55, No. 2...
Written by: Van Zant, A B; Moore, D A.
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BA really asked for it. (2008)
Things go wrong when a confident company gets too cocky - witness the airline's Terminal 5 debacle. Too much pride can ruin judgment. Richard Reeves Management Today 1 May 2008 British Airways did not hold back when making claims for its new Terminal 5. It would be a space in which the passenger could 'rejuvenate, revive and relax', and find a 'natural, logical journey that's so calm, you'll flow through'. …In chaotic, cal...
Written by: Reeves, Richard
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Bad apples in the barrel: personality disorders at work. (2014)
"Personality Disorders ... are in no way a matter of mental health but only of behaviour, and therefore subject to management oversight and intervention. Dr Michael Reddy, Chartered Clinical and Occupational Psychologist, Associate Fellow of the British Psychological Society and Fellow of the RSA, founder and former chairman of ICAS Whitepaper prepared for the Human Potential Accounting (HPA) consultancy he l...
Written by: Reddy, Michael.
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Bad leaders: How they get that way and what to do about them. (2007)
“The primary culprits are those who appoint leaders exhibiting personality disorders… then tolerate bad leadership when it manifests. But followers cannot evade responsibility. J. Allio, Principal of Allio Associates, Rhode Island, USA Strategy & Leadership, 35(3), 12-17 “We appear to be suffering today from a plague of bad leadership in both the private and public sector. Whom can we blame fo...
Written by: Allio, R. J.
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BAE Systems chiefs failed the hubris test. (2012)
"The collapsed attempt of Dick Olver and Ian King, chairman and CEO of BAE Systems, to merge with EADS is “another high-scorer on the hubris index”, writes Ruth Sunderland in the financial website This is Money. Ruth Sunderland, This is Money, 12 October 2012 The collapsed attempt of Dick Olver and Ian King, chairman and CEO of BAE Systems, to merge with EADS is “another high-scorer on the hubris index”,...
Written by: Sunderland, Ruth.
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Barclays should be praised, not punished, for its whistleblowing system. (2017)
"The narcissistic, megalomaniacal senior executive remains an enduring stereotype for a reason. (But) in Barclays case, the whistleblowing system worked." Dino Bossi, founding partner of whistleblowing firm Addveritas City A.M. Tuesday 11 April 2017 “The distinctive smell of schadenfreude was evident rising above the towers of Canary Wharf as the story broke about Jes Staley’s brush with the FCA. At first sight, at least, here...
Written by: Bossi, Dino.
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Battling hubris before crisis strikes: Suggestions for researchers and practitioners. (2016)
“… there is a strong case for changes to be considered to governance, regulation and certain aspects of organisation design and reward.” Matt Nixon - Associate, Ashridge Business School and Principal, Disraeli Group Paper presented at Ashridge Developing Leadership Capacity conference, July 2016 “Only through better board scrutiny, new approaches to leadership selection and development, as well as radical changes to reward...
Written by: Daedalus admin
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