Indexes - all Resources
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 to see deficiencies and make plans. Shipman, A.S., Mumford, M.D., University of Oklahoma USA The Leadership Quarterly 22(4): 649-665 It is widely acknowledged that leaders should be confident, but can they be overconfident? And...
Written by: Shipman and Mumford.
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When does narcissistic leadership become problematic? Dick Fuld at Lehman Brothers. (2013)
"The connection between narcissism and leadership is well established.... The author argues that a single individual may at different times be both constructive and reactive Mark Stein, School of Management, University of Leicester, Journal of Management Inquiry 2013 22: 282 The connection between narcissism and leadership is well established. Narcissists tend to enjoy the limelight bequeathed by positions of...
Written by: Stein, Mark.
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When doing good garners bad press (2018)
"Firms that engage in corporate social outreach should make sure to send consistent signals." Georg Wernicke, Assistant Professor of Strategy and Business Policy, HEC Paris. Insead Knowledge, 14 June 2018 Image: ksrecomm/ Flickr / (CC BY 2.0) Is a company donation to a c...
Written by: Georg Wernicke
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When ethical leader behavior breaks bad: how ethical leader behavior can turn abusive via ego depletion and moral licensing. (2016)
"...companies could consider formally requiring ethical behavior. "It's more difficult for people to feel they've earned credit and moral license for performing something that is mandatory." Russell E. Johnson, Ass. Prof. Michigan State University Szu-Han (Joanna) Lin and Jingjing Ma, Michigan State University Journal of Applied Psychology, 2016; DOI: 10.1037/apl0000098
Written by: Johnson, Russell E.; Lin, Szu-Han (Joanna); Ma, Jingjing
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When Founders Go Too Far (2017)
"Given the extraordinary power imbalance that’s now the norm in Silicon Valley boardrooms, it should be no surprise that many founder-CEOs are behaving badly. In fact, the real surprise may be that so many of them still behave well." Blank, S. Adjunct professor at Stanford University, a senior fellow at Columbia University, and a lecturer at the University of California, Berkeley. Harvard Business Review, November - De...
Written by: Steve Blank
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When more is not enough: Executive greed and its influence on shareholder wealth. (2014)
"new research examines the effects of greed on shareholder wealth and looks at whether various contextual factors, like a strong board of directors, CEO tenure and discretion make the situation better or worse. Haynes, K. T., asst Prof. University of Delaware; Campbell, J. T., University of Arkansas; & Hitt, M. A. Texas A&M University Journal of Management, 01492...
Written by: Haynes, K.T. et a;.
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When political madness works. (2012)
"Kennedy, Roosevelt, Gandhi and Churchill all suffered various types of depression, bipolar syndrome or hyperactive manias. But instead of being a handicap, these “problems”, when kept under some control, helped them in crises Gillian Tett FT Magazine, 12 October 2012 As the political fight heats up in America, there has been endless debate about the character of President Barack Obama and his Republican ch...
Written by: Tett, Gillian.
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When you believe your own PR . . . Leaders must be able to spot the signs that they are becoming far too egotistical. (2014)
“The key for executives is to start thinking about their vulnerability to hubris before it sets in, giving them time to understand what scenarios could increase that vulnerability and what warning signs there might be. Carly Chynoweth The Sunday Times (online) Published: 19 October 2014 “Narcissism is like salt in soup: a pinch or two improves matters but add too much and the whole thing is ruined. Unfortunately for ...
Written by: Chynoweth, Carly.
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When you’re in charge your whisper may feel like a shout. (2015)
"When in power, we need to be more conscious of how direct communication, silence and ambiguity can affect others. Adam Galinsky, Professor of Business, Columbia Business School ‘Preoccupations’, New York Times 15 Aug 2015 Illustration: Mark Shaver “….I had started to study the psychological effects of power. …. how the words of those with power loom large over those with less power. This is a phenomenon I call...
Written by: Galinsky, Adam.
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Where does pride lead? Corporate managerial hubris and strategic emphasis. (2017)
"...high corporate managerial hubris predicts low strategic emphasis on advertising relative to R&D..." MinChung Kim, Ulsan National University of Science and Technology, Republic of Korea; Guiyang Xiong Whitman School of Management, Syracuse University, US; Kwang-Ho Kim, Hankuk University of Foreign Studies, Republic of Korea Journal of the Academy of Marketing Science, 1-20, 22 May 2017 Abstract:...
Written by: Kim, M., Xiong, G., & Kim, K. H.
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