Jove
Visualize
Contact Us
JoVE
x logofacebook logolinkedin logoyoutube logo
ABOUT JoVE
OverviewLeadershipBlogJoVE Help Center
AUTHORS
Publishing ProcessEditorial BoardScope & PoliciesPeer ReviewFAQSubmit
LIBRARIANS
TestimonialsSubscriptionsAccessResourcesLibrary Advisory BoardFAQ
RESEARCH
JoVE JournalMethods CollectionsJoVE Encyclopedia of ExperimentsArchive
EDUCATION
JoVE CoreJoVE BusinessJoVE Science EducationJoVE Lab ManualFaculty Resource CenterFaculty Site
Terms & Conditions of Use
Privacy Policy
Policies

Related Experiment Videos

The harder they fall.

Roderick M Kramer1

  • 1Stanford University's Graduate School of Business, California, USA.

Harvard Business Review
|October 3, 2003
PubMed
Summary
This summary is machine-generated.

Many leaders exhibit folly after gaining power because selection systems reward risk-taking over prudence. Grounded leaders maintain humility, acknowledge weaknesses, test ideas, focus on details, and reflect regularly.

Related Concept Videos

You might also read

Related Articles

Articles linked to this work by shared authors, journal, and citation graph.

Sort by
Same author

Rethinking trust.

Harvard business review·2009
Same author

Patients' race, ethnicity, language, and trust in a physician.

Journal of health and social behavior·2007
Same author

The great intimidators.

Harvard business review·2006
Same author

When paranoia makes sense.

Harvard business review·2002
Same journal

The Case for Capitation.

Harvard business review·2016
Same journal

How to Pay for Health Care.

Harvard business review·2016
Same journal

How to Preempt Team Conflict.

Harvard business review·2016
Same journal

The Secrets of Great Teamwork.

Harvard business review·2016
Same journal

Leading the Team You Inherit.

Harvard business review·2016
Same journal

Wicked Problem Solvers.

Harvard business review·2016
See all related articles

Area of Science:

  • Social Psychology
  • Leadership Studies
  • Organizational Behavior

Background:

  • The past decade saw prominent leaders rise and fall due to scandals.
  • Leaders often display adeptness in gaining power but engage in folly once secured.
  • This phenomenon extends beyond business to politics, religion, and media.

Purpose of the Study:

  • To investigate why leaders engage in self-destructive behavior after achieving power.
  • To identify the psychological and behavioral changes that occur during the leadership ascent.
  • To explore the societal factors that influence leadership selection and behavior.

Main Methods:

  • Analysis of leadership selection systems and their impact on leader attitudes and behaviors.
  • Examination of the psychological shifts associated with power acquisition.

Related Experiment Videos

  • Identification of common traits and habits of leaders who maintain effectiveness after reaching the top.

    • Main Results:

    • Leadership selection systems often compel individuals to abandon essential survival traits like modesty and prudence.
    • Societal emphasis on risk-taking and rule-breaking as leadership markers contributes to a sense of entitlement and invincibility among leaders.
    • Leaders who remain grounded exhibit humility, self-awareness, a willingness to test ideas, attention to detail, and reflective practices.

    Conclusions:

    • The process of attaining power can fundamentally alter a leader's behavior, leading to a disconnect from reality.
    • Maintaining effectiveness in leadership requires cultivating habits that counteract the corrupting influences of power.
    • Humility, self-awareness, strategic caution, attention to detail, and reflection are crucial for sustained leadership success.