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The psychology of the leader

In: The Proactive Leader

Author

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  • David Cremer

    (China Europe International Business School)

Abstract

In these tempestuous times, it should hardly be necessary to underline the need for leaders to accept responsibility and act decisively. However, it is disappointing to conclude that this is not happening. Many important decisions are not being taken with the level of resoluteness that is necessary. Quite the contrary, all too often, key decisions are being postponed and many political and business leaders seem reluctant to cut to the heart of difficult problems. The procrastination of their leaders is one of the most frustrating aspects reported by employees at all levels and in all sectors. Most readers will be familiar with situations where important matters have been ‘put on the back burner’ , so that no change was implemented and no progress booked. Moreover, it seems to be a problem that has gotten worse in recent years, so that we now find ourselves in a situation that can be compared to an onion, with successive layers of delayed decisions gradually being superimposed, one on top of the other. This obviously makes it even more difficult to take the corrective action that is now required. In fact, because different layers of imperfect decision-making emerge, the level of complexity within the organisation will increase dramatically. Therefore, the onioneffect is in danger of paralysing the entire decision-making apparatus from top to bottom (see Figure 2).

Suggested Citation

  • David Cremer, 2013. "The psychology of the leader," Palgrave Macmillan Books, in: The Proactive Leader, chapter 0, pages 17-51, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-29027-4_2
    DOI: 10.1057/9781137290274_2
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    Cited by:

    1. Koopman, Joel & Matta, Fadel K. & Scott, Brent A. & Conlon, Donald E., 2015. "Ingratiation and popularity as antecedents of justice: A social exchange and social capital perspective," Organizational Behavior and Human Decision Processes, Elsevier, vol. 131(C), pages 132-148.
    2. David B. Whiteside & Laurie J. Barclay, 2016. "The Face of Fairness: Self-Awareness as a Means to Promote Fairness among Managers with Low Empathy," Journal of Business Ethics, Springer, vol. 137(4), pages 721-730, September.
    3. Sebastian C. Schuh & Michelle Xue Zheng & Katherine R. Xin & Juan Antonio Fernandez, 2019. "The Interpersonal Benefits of Leader Mindfulness: A Serial Mediation Model Linking Leader Mindfulness, Leader Procedural Justice Enactment, and Employee Exhaustion and Performance," Journal of Business Ethics, Springer, vol. 156(4), pages 1007-1025, June.

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