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The great intimidators.

Roderick M Kramer1

  • 1Stanford Graduate School of Buisness, California, USA. kramer_rod@gsb.stanford.edu

Harvard Business Review
|February 21, 2006
PubMed
Summary
This summary is machine-generated.

The reign of abrasive leaders is not over. Great intimidators, driven by vision and political intelligence, can still thrive and attract top talent, offering unique insights into motivation and organizational change.

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Area of Science:

  • Organizational Behavior
  • Leadership Studies
  • Psychology

Background:

  • Recent high-profile leadership failures fueled speculation about the end of abrasive leadership styles.
  • However, many intimidating leaders continue to succeed, challenging conventional leadership theories.

Purpose of the Study:

  • To re-evaluate the role and effectiveness of intimidating leadership in contemporary organizations.
  • To explore the underlying psychological and strategic drivers of successful intimidating leaders.

Main Methods:

  • Analysis of leadership case studies and media portrayals.
  • Qualitative research, including interviews with professionals who have worked under intimidating leaders.

Main Results:

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  • Intimidating leaders possess unique political intelligence, leveraging insights into human motivation and organizational dynamics.
  • Despite challenging tactics, they often attract high-caliber talent and foster transformational professional development.
  • Their effectiveness stems from vision and strategic insight, not malice.

    • Conclusions:

    • It is premature to dismiss intimidating leadership; their methods, though unconventional, can drive significant organizational change.
    • Understanding the 'inner intimidator' offers valuable lessons for leadership development and organizational strategy.
    • These leaders, while possessing drawbacks, can create profoundly educational and transformative experiences for their teams.