Look around your office. Turn on the TV. Incompetent leadership is everywhere, and there's no denying that most of these leaders are men. In this timely and provocative book, Tomas Chamorro-Premuzic asks two powerful questions: Why is it so easy for incompetent men to become leaders? And why is it so hard for competent people--especially competent women--to advance? Marshaling decades of rigorous research, Chamorro-Premuzic points out that although men make up a majority of leaders, they underperform when compared with female leaders. In fact, most organizations equate leadership potential with a handful of destructive personality traits, like overconfidence and narcissism. In other words, these traits may help someone get selected for a leadership role, but they backfire once the person has the job. When competent women--and men who don't fit the stereotype--are unfairly overlooked, we all suffer the consequences. The result is a deeply flawed system that rewards arrogance rather than humility, and loudness rather than wisdom. There is a better way. With clarity and verve, Chamorro-Premuzic shows us what it really takes to lead and how new systems and processes can help us put the right people in charge.
For some politicians and business leaders, power can become an intoxicating drug, and can affect their actions and decision-making in a most serious way. The ancient Greeks called it hubris, and identified arrogance and contempt for others' opinions as classic traits. They also took comfort in the knowledge that the Gods would punish the guilty ones--nemesis. In this revised edition, David Owen has drawn on new material he has written in Brain and other medical journals. He has also drawn on published memoirs of the main players in the Iraq War and on evidence given to the Iraq Inquiry. All this reinforces his earlier assertion that George W. Bush and Tony Blair developed hubris syndrome during their terms in office. From their behavior, beliefs, and governing style, Owen has analyzed the two leaders, with particular reference to the Iraq War, to show that their handling of the war was a litany of hubristic incompetence. During Blair's premiership, David Owen had several meetings and conversations with him that afforded a unique insight into his modus operandi. In this book, Owen presents a devastating critique of how Blair and Bush manipulated intelligence, ignored informed advice, and failed to plan for the aftermath of regime change in Iraq. Their messianic manner, excessive confidence, and belief that they would be vindicated by a "higher court," brought chaos to Iraq and resulted in hundreds of thousands of civilian casualties.
A highly critical but nonpartisan assessment of the controversial former Defense Secretary as told by one of the leading experts on civil-military relations. Focuses on Rumsfeld's notoriously domineering leadership style, flawed vision for transforming the military, and failures in the Iraq War.
A book that has sparked controversy on both sides of the political fence. Investigative reporter Max Boot blows the whistle on what he sees as the most destructive branch of government-the judiciary. --This text refers to an out of print or unavailable edition of this title.
The real story behind the investigation of Iraq, and the basis for the MSNBC documentary of the same name hosted by Rachel Maddow Filled with news-making revelations that made it a New York Times bestseller, Hubris takes us behind the scenes at the White House, CIA, Pentagon, State Department, and Congress to show how George W. Bush came to invade Iraq--and how his administration struggled with the devastating fallout. Hubris connects the dots between Bush's expletive-laden outbursts at Saddam Hussein, the bitter battles between the CIA and the White House, the fights within the intelligence community over Saddam's supposed weapons of mass destruction, the outing of an undercover CIA officer, and the Bush administration's misleading sales campaign for war. Written by veteran reporters Michael Isikoff and David Corn, this is an inside look at how a president took the nation to war using faulty and fraudulent intelligence. It's a dramatic page-turner and an intriguing account of conspiracy, backstabbing, bureaucratic ineptitude, journalistic malfeasance, and arrogance.
Investigating the societal, economic, financial and reputational costs of hubristic leadership, with insights into the characteristics and causes of this phenomenon, and recommended safeguards to avoid hubris from happening in the first place. As research into hubristic leadership becomes increasingly popular following recent political developments, the book adopts an inter-disciplinary approach to investigating this form of leadership. Outlining what causes hubristic leadership in the first place, the author looks at how it’s potentially destructive consequences can be anticipated and avoided through an informed stance of moderation, critical analysis and reflexivity. Examples are drawn from business and politics including the Lehmann Brothers, BP and Deepwater Horizon, Blair and Bush in the Iraq Invasion, NASA, and Donald Trump. Ideal reading for undergraduate and postgraduate students in business and management, leadership, and organizational behaviour. Check out the Hubris Hub for further information on hubristic leadership, including a regularly updated blog written by author Eugene Sadler-Smith.
The intimate, fly-on-the wall tale of the decline and fall of an America icon With one notable exception, the firms that make up what we know as Wall Street have always been part of an inbred, insular culture that most people only vaguely understand. The exception was Merrill Lynch, a firm that revolutionized the stock market by bringing Wall Street to Main Street, setting up offices in far-flung cities and towns long ignored by the giants of finance. With its “thundering herd” of financial advisers, perhaps no other business, whether in financial services or elsewhere, so epitomized the American spirit. Merrill Lynch was not only “bullish on America,” it was a big reason why so many average Americans were able to grow wealthy by investing in the stock market. Merrill Lynch was an icon. Its sudden decline, collapse, and sale to Bank of America was a shock. How did it happen? Why did it happen? And what does this story of greed, hubris, and incompetence tell us about the culture of Wall Street that continues to this day even though it came close to destroying the American economy? A culture in which the CEO of a firm losing $28 billion pushes hard to be paid a $25 million bonus. A culture in which two Merrill Lynch executives are guaranteed bonuses of $30 million and $40 million for four months’ work, even while the firm is struggling to reduce its losses by firing thousands of employees. Based on unparalleled sources at both Merrill Lynch and Bank of America, Greg Farrell’s Crash of the Titans is a Shakespearean saga of three flawed masters of the universe. E. Stanley O’Neal, whose inspiring rise from the segregated South to the corner office of Merrill Lynch—where he engineered a successful turnaround—was undone by his belief that a smooth-talking salesman could handle one of the most difficult jobs on Wall Street. Because he enjoyed O’Neal’s support, this executive was allowed to build up an astonishing $30 billion position in CDOs on the firm’s balance sheet, at a time when all other Wall Street firms were desperately trying to exit the business. After O’Neal comes John Thain, the cerebral, MIT-educated technocrat whose rescue of the New York Stock Exchange earned him the nickname “Super Thain.” He was hired to save Merrill Lynch in late 2007, but his belief that the markets would rebound led him to underestimate the depth of Merrill’s problems. Finally, we meet Bank of America CEO Ken Lewis, a street fighter raised barely above the poverty line in rural Georgia, whose “my way or the highway” management style suffers fools more easily than potential rivals, and who made a $50 billion commitment over a September weekend to buy a business he really didn’t understand, thus jeopardizing his own institution. The merger itself turns out to be a bizarre combination of cultures that blend like oil and water, where slick Wall Street bankers suddenly find themselves reporting to a cast of characters straight out of the Beverly Hillbillies. BofA’s inbred culture, which perceived New York banks its enemies, was based on loyalty and a good-ol’-boy network in which competence played second fiddle to blind obedience. Crash of the Titans is a financial thriller that puts you in the theater as the historic events of the financial crisis unfold and people responsible for billion of dollars of other people’s money gamble recklessly to enhance their power and their paychecks or to save their own skins. Its wealth of never-before-revealed information and focus on two icons of corporate America make it the book that puts together all the pieces of the Wall Street disaster.
Topologies of Power amounts to a radical departure in the way that power and space have been understood. It calls into question the very idea that power is simply extended across a given territory or network, and argues that power today has a new found ‘reach’. Topological shifts have subtly altered the reach of power, enabling governments, corporations and NGOs alike to register their presence through quieter, less brash forms of power than domination or overt control. In a world in which proximity and distance increasingly play across one another, topology offers an insight into how power remains continuous under transformation: the same but different in its ability to shape peoples’ lives. Drawing upon a range of political, economic and cultural illustrations, the book sets out a clear and accessible account of the topological workings of power in the contemporary moment. It will be invaluable for both students and academics in human geography, politics, sociology, and cultural studies.
What if the major global and regional powers of today's world came into closer alignment to build a stronger international community and shared approaches to twenty-first century threats and challenges? The Stanley Foundation posed that question to thirty-three top foreign policy analysts in Powers and Principles: International Leadership in a Shrinking World. Contributing writers were asked to describe the paths that nine powerful nations, a regional union of twenty-seven states, and a multinational corporation could take as constructive stakeholders in a strengthened rules-based international order. Each chapter is an assessment of what is politically possible (and impossible)--with a description of the associated pressures and reference to the country's geostrategic position, economy, society, history, and political system and culture. To provide a perspective from the inside and counterweight, each essay is accompanied by a critical reaction by a prominent analyst commentator from the given country. Powers and Principles is aimed at both reflective practitioners of policy and policy-relevant scholars.
Hubris is something we’ve all seen in action and experienced all too often. It’s a significant occupational hazard and a serious potential derailment factor for leaders, organisations, and civil society. Hubristic leaders - intoxicated as they are with power, praise, and success–behave in ways that, if left unchecked, invite unintended and unforeseen negative consequences which impact destructively on individuals, industries, economies, and nations. Despite numerous examples throughout history of hubris’ destructive consequences, it nonetheless appears to be an ever-present and growing danger. Many leaders seem to be blind to the hazards of hubris and oblivious to the lessons of history. Prevention is better than cure and understanding the nature of the hubris hazard and the associated risk factors will help leaders and managers improve their personal performance and avoid derailment and, even more importantly, protect the well-being of employees and the resilience of their organisations over the long term. This book explains the characteristics, causes, and consequences of hubris, and shows how to combat the significant hazard it poses to managers, leaders, organisations, and society. With contemporary examples, each chapter explores a particular ‘hubris risk factor’ and shows how the risk can be managed and mitigated and exposure to the hubris hazard minimised. The Hubris Hazard, and How to Avoid It offers practical guidance and action points for managers and leaders on how to recognise hubris in themselves and others and what to do to combat it when it arises. It will also be useful for business and executive coaches and leadership trainers and developers.
