How to mitigate the impact of visceral behaviors: A fine line between passionate or immature, stubborn, weak and unpredictable leaders

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

The global financial crisis has renewed the drive for passionate leaders who can build winning teams and achieve great results for their organization. However, visceral behaviors or “passion” have historically been viewed as destructive to decision making. With this in mind, in their work “Visceral behaviors and leadership: a dark side of boardroom life?”, Geoff Shear, Nada Kakabadse and Andrew Kakabadse explore the visceral behavior of senior managers and its impact on boardroom dynamics.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2013), "How to mitigate the impact of visceral behaviors: A fine line between passionate or immature, stubborn, weak and unpredictable leaders", Strategic Direction, Vol. 29 No. 3, pp. 30-32. https://doi.org/10.1108/02580541311304634