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Leadership and Self-deception

Milena has been reading books since forever. 

She is always looking for answers and have found some of them by reading what others were thinking.

She indicates, “Smarter minds will let me understand, have a wider perspective, and go deeper into things.”

Often, She happens to end a book with even more questions and doubts. She is fed with good food for thoughts, thus makes her crave for more answers.

Perhaps, this is the ultimate goal.

There is so much focus on Leadership in the last years, and so does for Milena as an individual.

If you belong to the funny Club of the Go-Deepers, we are dedicating a blog post for an interesting book about Leadership read by Milena.

Also, we are noting a few resources which will impact on how we see leadership – a exciting and meaningful dimension to explore.

  • Leadership and Self-Deception: Getting out of the Box
  • You can check some sample pages here.

    For the Italian Readers, here’s a small abstract.

  • The Role of Self-Deception in Leadership Ineffectiveness — a Theoretical Overview
  • First Published on March 1, 2009 as a Research Article in Sage Journals.

    Abstract

    The impact of effective leadership practices on various components of organisational success is a well-researched area in the domain of leadership and management. There is, however, little research available that focuses on those aspects that constitute leadership ineffectiveness and that, in turn, contribute to organisational failure. A literature review was conducted, identifying those behaviours that are responsible for leadership ineffectiveness. A fairly large amount of the literature consulted appears to suggest that the character of a leader; the ability to manage one’s own emotions; and difficulty in effectively managing interpersonal relationships may be some of the major aspects impacting negatively on the effectiveness of a leader. In this article I raise a topic in leadership research previously neglected by researchers in that I explore and illustrate how self-deception could be regarded as one of the primary reasons contributing to leadership ineffectiveness. The implication for leaders, organizations and those responsible for the development of leaders is also discussed, while areas for future research are indicated.

  • Identity, Self-Awareness, and Self-Deception: Ethical Implications for Leaders and Organizations
  • Abstract

    The ability of leaders to be perceived as trustworthy and to develop authentic and effective relationships is largely a function of their personal identities and their self-awareness in understanding and making accommodations for their weaknesses. The research about self-deception confirms that we often practice denial regarding our identities without being fully aware of the ethical duties that we owe to ourselves and to others. This article offers insights about the nature of identity and self-awareness, specifically examining how self-deception can create barriers to self-awareness within both a personal and a business context.

    References: Arbinger Institute: 2000, Leadership and Self-Deception: Getting Out of the Box (Berrett-Koehler Publishers, San Francisco, CA).

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