Controversial thinking on leadership

Hello and welcome to our fortnightly update of all the latest articles on leadership and high-performance teams.

In this edition I’m highlighting a range of new leadership research with a controversial edge. I’ve included research on why many of the myths about effective leaders aren’t supported by evidence, as well as some of the unexpected downsides to expertise and new thinking on why companies don’t actually learn their way to success.

There’s some great reading here to get you thinking very differently about leadership in your organisation. As always, I’m interested to hear your thoughts on this week’s edition. You can connect with me by replying directly to this email.

Kind regards,
Gillian Fox

Much of the standard wisdom about leadership is wrong
In a new book, Stanford professor Jeffrey Pfeffer shows that many of the myths about effective leaders aren’t supported by evidence. (ERE Media)

Feeling like you’re an expert can make you closed-minded
New research explores how feelings of expertise can lead us to be more close-minded. (Research Digest)

Why corporations don’t always “learn” their way to success
New evidence shows that companies tend to keep doing what worked in the past, even if the strategy no longer works. (Science Daily)

Leading by accountability is contagious
Accountability is essential for any successful organisation. When team members take ownership of their projects and the outcomes, the entire company benefits. (Entrepreneur)

Leading in an increasingly VUCA world
The leadership challenges in a VUCA (Volatile, Uncertain, Complex and Ambiguous) world are significant, but they’re not insurmountable for those willing to look beyond old thinking and approaches. (Strategy + Business)

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