Too Proud to Lead: How Hubris Can Destroy Effective Leadership and What to Do About It

A great leader can work magic for a company, but a wildly overconfident one can destroy it just as easily, argue business professor Laker, entrepreneur Cobb, and consultant Trehan in this uneven survey. The authors walk readers through examples of egos gone wrong, such as the tragic rush-to-market fiasco involving the Boeing 737 MAX that was driven by CEO Dennis Muilenburg, GE’s “ultimately selfish” Jeff Immelt and his “$24 billion spending spree,” and the meteoric rise and epic flameout of WeWork and its cofounder Adam Neumann. But it can be hard to spot telling traits of a budding egomaniac early on, the authors write, since they often present as having the makings of desirable leaders. To avoid dangerous egos, the authors recommend pushing for greater diversity in the boardroom: “Self-satisfied, self-serving, conservative and unchallenged–what better conditions for hubris to take hold and thrive?” While the topic is certainly intruiging, the authors get bogged down in repetition—the anecdotes lead to the same outcome time and time again—and they unconvincingly urge leaders to engage in ruthless self-scrutiny and self-reflection, though those with hubris at the level described seem unlikely to take that advice. Readers can give this a pass. (Aug.)