Keith Grint places the events of 6 January in the USA within the historical framework of les enfants perdus. With democracy at stake, can U.S. Republicans become the “heroes of retreat”?
The leadership industry — leadership centers and institutes, leadership programs and courses, leadership teachers and trainers — sells moderation. In fact, sometimes leadership, including leadership that is exceptionally effective, is quite the opposite. Sometimes leaders are excessive.
The striking image of a maskless Donald Trump standing defiantly on the White House balcony on his return from hospital exemplifies the so-called “strong leadership” associated with men and masculinity. Why is the notion of the male strong leader still so influential and persistent?
Given a changed context, academic efforts must increasingly rely on evidence-based, scientific knowledge. To ensure its relevancy, we must also ask: What does it mean anyway? This question becomes even more important as wicked problems increase exponentially in nature, scope, and impact.
“The only thing we know about the future is that we do not know the future.” What implications does that have for leadership and the structures of our organizations, particularly amid rapidly moving crisis? How does this change the relationship between leaders, followers, and the public at large?
Is it not time we stopped asking what leaders and science can do to fight COVID-19 and ask instead what followers should be doing? Accepting that we are facing a complex and unpredictable situation, how do we stop calling for simple solutions, learn to live with uncertainty, and take responsibility for our own actions?
Being positive can facilitate transformational leadership but taken to extremes it can become insincere and manipulative. Excessive positivity constitutes a significant barrier to reflection and learning. By silencing critical voices, Prozac leadership has hindered our leaders’ response to the pandemic.
An enduring issue for leadership is the emotional effect of leaders’ presence and absence on those who look to them for direction, guidance, and reassurance. If leaders fail to show up, it sends a signal that they don’t really care. In times of crisis, care becomes a highly salient marker of effective leadership.
Fifty years ago, Milton Friedman asserted that the social responsibility of business was only to increase its profits, within the law. This mantra, with its focus on the short term, gained a strong hold on much of business practice and continues to guide leadership decision-making in response to COVID-19.