Managing a Perilous Boss

Karol M. Wasylyshyn ()

Chapter 7 in Behind the Executive Door, 2012, pp 97-117 from Springer

Abstract: Abstract Perilous leaders can be too arrogant, dominant, suspicious, and/or chameleon to form respectful and trusting partnerships that thrive over time. Chronic discontent – or what I call “unrequited work” – diminishes their tolerance for the truth-seeking Pierre Brondeau, an exceptionally Remarkable leader, urges in the quote that opens this chapter (personal communication, February 14, 2010). Such truth-seeking necessitates the suspension of one’s ego and a willingness to be vulnerable. However, vulnerability exacerbates discontent and so it is fiercely defended against by most Perilous business executives.

Keywords: Emotional Intelligence; Social Intelligence; Political Capital; Bold Action; Direct Report (search for similar items in EconPapers)
Date: 2012
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DOI: 10.1007/978-1-4614-0376-0_7

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