The other day I was reading the hobbies of several C-level executives. And once again I found the usual suspects: cooking, history, art, classical music, old-timers, wine, golf, walking in the mountains … I’ve always wondered, do they do this because it is just part of the social class they belong to (cf. Bourdieu)? Or do they really enjoy it?  And why have these hobbies never…
Paul was a brilliant young engineer when he started in the IT network department of an international utility company. He soon became key in the team of network designers and when the department grew, he was elected team leader. By the age of 33, Paul was network manager with an undisputed reputation of network expertise.  He worked very hard, but his team became frustrated. Paul…
I’m a fraud, or at least that is how I feel sometimes when I’m driving home after a day of work. It is only a matter of time before they will discover that I’m not up to the job.  I've heard these sentences 5 times over the last 2 weeks. And they all came from people in high places: a CEO from a SME, a managing partner from a consulting agency, a school headmaster, and 2…
80% of our interactions with our supervisors are positive, and only 20% are negative. The bad news is that the effects of negative interactions on our mood are 5 times stronger (Miner et al., 2005). As a result the net effect of interacting with our supervisors is often negative. We experience less positive emotions with them compared to interacting with our colleagues  (Bono et…
Recently I realized that a lot of people are embracing authenticity out of a need for simplicity or transparency.  Maybe this is a response to a (perceived) increased complexity. Maybe it is linked to the first level of adult development: socialized mind. I don’t know. But what hit me next, was that this need is also underlying the embracement of authentic leadership for many.…
The video of Romney's speech in May during a fundraising dinner headlines the news all over the world. Most comments are made about his statement that he doesn't care about 47 % of the people. Two lessons in leadership can be made: 1) Behavioral consistency is important in leadership. People don't like leaders that say A to a certain audience and B to another audience. Two-faced…
Perception is key in leadership. It’s not only having the right intention or doing the right things. It’s not only personal leadership. It’s also meeting the expectations of all kinds of stakeholders. These stakeholders have become much more intrusive than in the past, because of the digitization of information. The boundaries are dissolving. ‘In’ and ‘out’ are difficult…
Values play an important role in leadership in two ways. First of all, because leadership is a personal choice, the strength of the personal convictions and values will decide how far the leadership will reach. Values are the main stronghold when difficult choices have to be made. Without these clear values, we lose our compass to lead. Badaracco beautifully explores this dimension…
This is a brilliant question for self reflection on your leadership identity and purpose. It's also the title of a bestselling HBR article and book of Goffee & Jones*. The book finds easily it's way to business schools and leaders. And rigthly so, as more and more people and organisations are on the quest for authenticity. But I'm not sure if this book is the right companion…
"No," answered Tom Tyler. And he proved it with scientific evidence at the  academic TiasNimbas conference on leading with integrity. Fair guys build superior forms of organisations,  especially if they are fair in interpersonal relationships. They show respect, empathy and don't divide teams in good and bad persons. Obvious isn't it? Other social scientists at the conference…