Sub-Topics Narcissism Also Try Leadership in Government Young Leaders News -03-10-09 Study: Power Breeds Competence (Time.com) "Power breeds competence, not corruption, according to a new study in the May issue of Psychological Science. The study, a collaboration between U.S. and Dutch researchers, finds that if people feel powerful in their roles, they may be less likely to make on-the-job errors — like administering the wrong medication to a patient. Contrary to conventional wisdom, the study suggests that people at the bottom of the workplace totem pole don't end up there for lack of ability, but rather that being low and powerless in a hierarchy leads to more mistakes." 03-09 -05-10-09 You've Made a Mistake at Work. Now What? (U.S. News) "When you make a mistake at work, how you handle its immediate aftermath can often overshadow the mistake itself." 05-09 -11-23-08 How U.S. News Picks America's Best Leaders (US News) "America's Best Leaders is a collaboration between U.S.News & World Report and the Center for Public Leadership at the John F. Kennedy School of Government at Harvard University. The honorees were selected by a committee of academic, government, business, and nonprofit leaders convened by the center. U.S. News did not have a vote." 11-08 -11-23-08 U.S. News Picks America's Best Leaders (US News) "This year’s Best Leaders are the kind of people who can help him [Obama] lead us out of our doldrums." 11-08 02-12-09 Study: We Mistake Confidence for Competence (Time.com) "If you have ever suspected that your boss isn't actually good enough at what he or she does to deserve the job in the first place, a new study published in the Journal of Personality and Social Psychology suggests that you might be right." "Repeatedly, the ones who emerged as leaders and were rated the highest in competence were not the ones who offered the greatest number of correct answers. Nor were they the ones whose SAT scores suggested they'd even be able to. What they did do was offer the most answers — period." " 'Dominant individuals behaved in ways that made them appear competent,' the researchers write, 'above and beyond their actual competence.' Troublingly, group members seemed only too willing to follow these underqualified bosses. An overwhelming 94% of the time, the teams used the first answer anyone shouted out — often giving only perfunctory consideration to others that were offered." 02-09 Forbes Business and Financial News (Forbes.com) Provides news. 12-05 Future Business Leaders of America - Phi Beta Lambda (FBLA-PBL.org) "Close to a quarter of a million high school and middle school students, college and university students, faculty, educators, administrators, and business professionals have chosen to be members of the premier business education association preparing students for careers in business." 12-05 Great American Leaders Database (Harvard Business School) "The Great American Business Leaders database was compiled in an effort to identify and chronicle the lives of 20th century men and women whose business leadership shaped the ways that people live, work, and interact." 12-05 Names for Sale (Forbes.com) "Leaving public office for the private sector is a lucrative proposition for someone with name recognition." 11-06 US Business Leadership Network (USBLN.com/) "The US Business Leadership Network (USBLN) is the national organization that supports development and expansion of BLNs across the country, serving as their collective voice. The USBLN recognizes and promotes best practices in hiring, retaining, and marketing to people with disabilities." 12-05 Papers -Why Powerful People Overestimate Themselves (Time.com) " 'By producing an illusion of personal control,' the authors write, 'power may cause people to lose touch with reality in ways that lead to overconfident decision-making.' " 03-09 07-15-07 The Richest of the Rich (New York Times) "Looking back, none of the nation’s legendary tycoons was more aware of his good luck than Andrew Carnegie." 07-07 America's Best Leaders (USNews.com) Provides profiles of ten persons that U.S. News and World Report staff see as our best leaders. 03-07 Best Leaders of 2009 (US News) Identifies persons that U.S. News editors believe are good leaders. 11-09 Business Improvment Articles (Harvard Business School) Provides articles of interest to business leaders. 12-05 Hiring for Executive Intelligence (Harvard Business School) "It turns out that the best way to predict how well people will write essays in the future is to test them using an essay format today. In other words, to most accurately predict someone's performance, you must closely mimic the context in which the individual will have to perform." "The same holds true in the office. Executives exchange information through conversations, questions are posed, and decisions are made on the fly. The most accurate predictor of business performance would have to imitate these dynamics, and human evaluators are far and away the best judges of such interactions." "Rather than concentrating on academic subjects, executive intelligence tests should focus on the particular cognitive subjects associated with executive work: accomplishing tasks, working with and through others, and judging oneself." 12-05 Leadership Training (Center for Public Leadership) Provides training for leaders. 03-07 Middle Management Excellence (Harvard Business School) "What is the single most important thing a CEO can do to maximize his or her company’s performance?" "The answer is to creatively, aggressively, and systematically build the capabilities of the company’s middle management team: the vice presidents, directors, and managers." 12-05 Nurturing Minority Executive Success (Harvard Business School) "Companies stand to benefit enormously if they can learn to nurture and support the cultural capital that minority professionals routinely develop outside work. Our research reveals four ways companies can discover and leverage these hidden skills: Companies need to build a greater awareness of the invisible lives of their minority professionals; they need to appreciate and try to lighten the outsize burdens these professionals carry; they must build trust in their ranks by putting teeth into diversity goals and encouraging more latitude in leadership style; and they should finish the job of leadership development begun in minorities' off-hours activities so that those nascent skills can make a difference to workplace performance and competitive strength." 12-05 Supply Chain-Driven Innovation (Harvard Business School) "More and more, direct customer input is driving every aspect of innovation, from the overall product concept to the timing of the launch to packaging and delivery. In this emerging world of demand-driven innovation, the supply chain plays a crucial part: It must not only be resilient and cost-effective, it must be able to respond directly to customer needs, even as those needs are continually shifting. And it must be able to reduce lead times to the bare minimum." 12-05 Using the Law to Strategic Advantage (Harvard Business School) "Most managers think the legal department is that office down the hall where they go to keep out of trouble or write a binding patent agreement. And that's shortsighted, says Harvard Business School professor Constance Bagley. A company that makes proactive use of the law not only manages corporate risk, but also enhances shareholder value." 12-05 Visionary Leaders (Maccoby.com) "Great Vision. I once asked a group of managers to define a leader. 'A person with vision' was a typical response. Productive narcissists understand the vision thing particularly well, largely because they are by nature people who see the big picture. They are not analyzers who can break up big questions into manageable problems; they aren’t number crunchers either (these are typically the obsessives). Nor do they try to extrapolate to understand the future—they attempt to create it. To paraphrase George Bernard Shaw, some people see things as they are and ask why; narcissists see things that never were and ask why not." 11-07 Your Boss Really May Be Clueless (Live Science) "Your boss and other people in power often really have no idea what you and others feel and think, new experiments suggest." 04-07

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