
How Dominant Leaders Go Wrong
Highly assertive, confident individuals may foster a selfish culture that hurts productivity
Niro Sivanathan is a professor of organizational behavior at London Business School. His research explores how social hierarchy regulates our judgment and behaviors through the psychological experience of status and power. Follow Niro Sivanathan on Twitter @Niro_Sivanathan Credit: Nick Higgins
Highly assertive, confident individuals may foster a selfish culture that hurts productivity
A study shows the power of the “argument dilution effect”
Feelings of uncertainty and losing control bring a preference for “dominant” versus “prestige” leaders
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