The Secret of Narcissism

Narcissists don’t just think they are better than everyone else, they actually ARE better – at least when it comes to interviewing. In his recent study, Dr. Peter Harms (a Hogan academic partner) found that narcissistic behaviors such as self-promotion and self-confidence make narcissists more desirable during job interviews. Ultimately, narcissists better communicate why they’re able to do the job.

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BIRGing and CORFing: From the Hardcourt to the Boardroom

  On Monday night the University of Kentucky beat the University of Kansas to claim the 2012 NCAA Men’s Basketball Championship. Didn’t watch it? That’s okay; I wasn’t that interested either. However, this sporting event has given us an opportunity to observe some basic social psychological phenomena in action that have implications not only for sports fanaticism but for the workplace as well. Read More »

Meet the Outsider

Meet the outsider. You’ve caught an occasional glimpse of him around the office. Capable and resilient, what he lacks in social grace he makes up in cold rationality. Sure, it gets lonely at the top, but that’s the way he prefers it. He is the lone wolf, the recluse, the strong, silent type.

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From Potential to Performance

Competent leadership is crucial for a company’s success. Recent studies indicate that businesses with strong leadership are 13 times more likely to outperform their competition, and three times more likely to retain their most talented employees.

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Developing a Global Mindset

Last week I attended the Developing Leaders for Global Roles Summit at the Thunderbird Najafi Global Mindset Institute in Glendale, Arizona. The summit brought together academics and practitioners from around the world to discuss the concept and issues surrounding global leadership, and approaches to closing the talent gaps that virtually every organization experiences. The stories and insights from the other attendees were enlightening, so I thought I’d summarize a few of the takeaways here in our blog.First, this will come as no surprise, but nobody is defining their problem in terms of a surplus of global leadership talent. Talent in this area is particularly scarce and extremely valuable. This is a prime battle in the broader war for talent.Second, good leadership skills do not necessarily generalize to a global setting. Leadership skills are distinct from having a global perspective, and successful global leadership requires both. The folks at Thunderbird have a robust body of research on the concept of global mindset, complete with a measurement tool (the Global Mindset Inventory, or GMI) and taxonomy of skills and attributes. The good news is that global mindset can be developed. The bad news is that not nearly enough organizations are actively developing global mindsets in their leadership talent pools or organizations. Third, success in a global environment requires not just leaders that think globally, but an entire organization that sees itself as global and thinks in those terms. Making this transition is difficult. For example, moving from being a U.S.-based business that works in China to an organization that does business in both the U.S. and China is a big adjustment, and requires commitment from the entire workforce. From this perspective, global mindset is an organizational development issue, not just a leadership development issue.So what are people doing to move towards a global organization? I heard a few things from a fantastic lineup of speakers, including:

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