Why leaders lose their way
Abstract
Purpose
The authors sought the answer to the question, “Why do so many developing leaders either fail to reach their full potential or cross the line into destructive or even unethical actions?”
Design/methodology/approach
To find out, they interviewed many successful leaders of major organizations and studied the case histories of failed top leaders. The study of unsuccessful leaders revealed a pattern: the failed leaders couldn't lead themselves. On their leadership journey these high potential managers adopted a set of personal behaviors that worked temporarily but were unsustainable in the long run.
Findings
The heroic model of leadership turns out to be merely an early stage – one with risks, temptations, misbehaviors – and one that needs to be outgrown. In contrast, successful leaders who move beyond the hero stage learn to focus on others, gain a sense of a larger purpose, foster multiple support networks, and develop mechanisms to keep perspective and stay grounded.
Research limitations/implications
The authors interviewed 125 successful leaders of major organizations and studied the cases of top leaders who failed.
Practical implications
The five perils of the leadership journey, distinctive destructive behaviors that tend to occur in the hero stage of managers' early careers, are: being an imposter, rationalizing, glory seeking, playing the lone and being a shooting star. These behaviors can be overcome if they are addressed directly.
Originality/value
By identifying five distinctly destructive behaviors that need to be cured at an early stage of a potential leader's career the authors provide a valuable guide for executive development.
Keywords
Citation
George, B. and McLean, A. (2007), "Why leaders lose their way", Strategy & Leadership, Vol. 35 No. 3, pp. 4-11. https://doi.org/10.1108/10878570710745776
Publisher
:Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited