Founders and strong CEOs who were seen as kingpins in their organisations are now often subject to inquiry as the pendulum swings away from grandiose leaders, writes Patrice Rassou
Founders and strong CEOs who were seen as kingpins in their organisations are now often subject to inquiry as the pendulum swings away from grandiose leadersEvidence from the wreckage of the Steinhoff collapse, prompts one to reassess the characteristics of certain CEOs in corporates.
When psychoanalyst Michael Maccoby published his paper on narcissistic CEOs in the Harvard Business Review in 2000, the dot.com frenzy meant larger-than-life leaders were celebrated as the ones who could see the big picture and steer their companies into the internet revolution. I recall how superstar CEOs dominated the covers of magazines. These skilled orators with an affinity for the grandiose were pictured as inspired leaders who could motivate followers.
There is an increasing realisation that leadership failures have serious consequences both in the corporate world and in politics. It is no surprise that the recent PwC report concluded that a senior executive of Steinhoff had instructed other executives to inflate profits and asset values. Just as in politics, South Africans have become acutely aware of the dangers of the “big man syndrome” at the top of organisations.
Powerful leaders have the ability to influence outcomes, especially when there is confusion, and consensus is difficult to reach. The best example in recent times was when popular Tory party politician Boris Johnson jumped ship to the Leave cause.
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