The Dark Side of Discretion
Robert B. Kaiser Kaplan DeVries Inc. Robert Hogan Hogan Assessment Devices
THE IRONY OF DISCRETION Leader Personality and Company Decline Robert B. Kaiser Kaplan DeVries Inc. Robert Hogan Hogan Assessment Systems
Author Remarks Rob Chef is a acquire Kaplan DeVries Inc. Robert Hogan can be President of Hogan Assessment Systems. Messages concerning this content may be directed to either author at Deceive Kaiser, 1903 G Ashwood Ct., Greensboro, NC 27455, [email protected] com or Robert Hogan, 2622 E. twenty-first St ., Tulsa, OK 74114, [email protected] com.
Revised and resubmitted intended for J. Antonakis, R. Hooijberg, J. Search, K. Boal, & Watts. Macey (Eds. ) Proper Leadership of Organizations May well 2006
CopyrightВ© Hogan Analysis Systems, Incorporation. 2006. Most rights reserved.
Electrical power tends to dodgy and overall power corrupts absolutely. Superb men are almost always bad guys. Lord Acton Discussions of leadership commonly glorify mature managers, a practice that seems increasingly suspect (Kellerman, 2005). This chapter investigates the concept of acumen, defined as the degree of choice or " latitude of action" available to managers (Hambrick & Finkelstein, 1987). We propose that, although discretion is necessary pertaining to leaders to generate positive efforts to their businesses, it also supplies the potential for frontrunners to disrupt and damage them. This dilemma offers possible implications for the fate of organizations and societies. Therefore, given is a tendency for academics to romanticize senior commanders, we focus on the irony of discernment and how it links leader personality to organizational inability. Consider Harry Stonecipher, a great executive at General Electric power in the eighties, an organization that tolerated, if not basically reinforced, his intimidating managing style. Even though he attained a status for sincerity by taking good positions about ethical problems, media accounts of his career in GE, and later at Sundstrand and McDonnell Douglas, suggest that his abrasiveness gained him a large number of enemies. (The details of the case are based on a number of media reviews, particularly Isidore, 2005. ) Stonecipher joined Boeing in 1997 when it acquired McDonnell Douglas. This individual retired in 2002, but as Boeing's single-largest shareholder, this individual remained on the board of directors. In December of 2003, amid an integrity scandal that led to the resignation with the CEO, Phil Condit, and sent two other management to jail, he went back as CEO. Wall Street authorized of his return and Boeing's share rose by 52% during his period. In the springtime of june 2006, Stonecipher's many detractors finally caught up with him. An anonymous notice informed the board that he was having an extramarital relations with one more Boeing professional. According to the Affiliated Press, " The board concluded that the facts reflected terribly on Harry's judgment and would damage his capability to lead the corporation. " Sonecipher was fired, and Boeing became the topic of yet another general public scandal. This situatio illustrates three points regarding leader individuality. First, individuality mattersвЂ”who commanders are establishes how they business lead, for better or worse. Second, personality flaws shape judgment and frequently lead to ill-advised decisions; they also prompt behaviors that create adversaries, alienate co workers, and
CopyrightВ© Hogan Assessment Systems, Incorporation. 2006. Most rights set aside.
weaken teams. Third, leader individuality is most consequential at the top, where there is great independence of choice and far is at share. This paper is arranged as follows. 1st we review the literature on bureaucratic discretion, which indicates that discretion moderates the partnership between head personality and organizational functionality. Second, we present an auto dvd unit for conceptualizing the links among leader individuality and organizational performance. Third, we present a particular perspective on personality that may be within research regarding...
References: CopyrightВ© Hogan Assessment Systems, Incorporation. 2006. Almost all rights appropriated.
CopyrightВ© Hogan Assessment Devices, Inc. 2006. All rights reserved.
CopyrightВ© Hogan Assessment Systems, Inc. 2006. Most rights appropriated.
CopyrightВ© Hogan Assessment Devices, Inc. 2006. All legal rights reserved.
CopyrightВ© Hogan Analysis Systems, Inc. 2006. Every rights appropriated.