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leadership

A collection of 13 issues

The Dunning-Kruger Effect in Leadership (And Why It's Your Problem)

In 1999, researchers at Cornell confirmed what many suspected: the people with the least developed judgment in a domain are reliably the most certain of its quality. Here's what that means for anyone who leads people.

The Most Dangerous Leader Is the Sincere One

There is a kind of leadership failure every organization fears and almost nobody talks about directly. Not the corrupt leader or the burned-out one — the sincere one. The leader who cares completely and has never learned to question themselves.

The Mediocrity Machine

Most organizations don't promote their best people — they promote whoever makes leadership most comfortable.