| Description |
1 online resource (182 p.) |
| Contents |
Cover -- Endorsement Page -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Acknowledgements -- Chapter 1 Introduction -- Heroic personality traits and leader failure -- Monopolised influence and leader failure -- Destructive ingroup bias and leader failure -- Defective organisational culture and leader failure -- Misjudged risk and leader failure -- Notes -- Chapter 2 Heroes and failure -- What is the heroic bias? -- We expect transformational leaders to be heroic -- The heroic bias is dominant in the public imagination -- Even heroes fail -- What is failure? |
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Who decides what counts as failure? -- Typologies of failure -- Leaders cannot be blamed for all failures -- Questions for reflection -- Notes -- Chapter 3 Leaders as individuals: Heroic personality traits and failure -- What is the difference between personality, virtues and vices? -- Do virtues and vices differ across cultures? -- Virtues have dark sides too -- The Dark Triad is a particularly bad mix of vices -- Do not be fooled by narcissistic leaders -- Psychopathic leaders ultimately disempower followers -- Machiavellianism is more bad than good -- Overconfidence is a warning sign |
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Can leaders' personality traits be changed? -- Humility and self-compassion are part of the solution -- Questions for reflection -- Notes -- Chapter 4 Leaders and followers: Monopolised influence and failure -- What is the difference between power and influence? -- Why do we overestimate leaders' influence? -- Followers limit leaders' influence -- Their organisation also limits leaders' influence -- When does influence corrupt leaders? -- What happens when leaders have too much influence? -- There are ways leaders can distribute influence -- How should leaders convert their power into influence? |
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Questions for reflection -- Notes -- Chapter 5 Leaders and groups: Destructive bias and failure -- What is bias? -- Bias influences everything we do -- Can leaders do anything about their followers' biases? -- Leaders can help shape their followers' identity -- Promoting superordinate identities is one way of reducing bias -- Acknowledging multiple identities is another way of reducing bias -- Crossing boundaries reduces the negative effects of bias -- Crossing boundaries is tricky -- In some settings intergroup contact combats bias effectively |
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How practical and generalisable is intergroup contact? -- What can leaders do to promote intergroup contact? -- Questions for reflection -- Notes -- Chapter 6 Leaders and the organisation: Defective culture and failure -- What is organisational culture? -- Do high- and low-performance cultures exist? -- How are organisational culture and failure linked? -- How do organisations fail? -- Why do good leaders end up in failing organisations? -- What should good leaders in failing organisations do? -- How can leaders change failing organisational cultures? -- Questions for reflection -- Notes |
| Notes |
Description based upon print version of record |
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Chapter 7 Leaders and their environment: Misjudged risk and failure |
| Subject |
Leadership
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|
Heroes
|
| Form |
Electronic book
|
| ISBN |
9781000835298 |
|
1000835294 |
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