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Why so many bad bosses still rise to the top

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Manage episode 415626840 series 2712834
内容由McKinsey People & Organizational Performance, McKinsey People, and Organizational Performance提供。所有播客内容(包括剧集、图形和播客描述)均由 McKinsey People & Organizational Performance, McKinsey People, and Organizational Performance 或其播客平台合作伙伴直接上传和提供。如果您认为有人在未经您许可的情况下使用您的受版权保护的作品,您可以按照此处概述的流程进行操作https://zh.player.fm/legal

Narcissism. Overconfidence. Low EQ. Why do we persist in selecting for leadership traits that hamper organizational progress—and leave the right potential leaders in the wrong roles? In this episode of McKinsey Talks Talent, Dr. Tomas Chamorro-Premuzic, author of Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It) (Harvard Business Review Press, March 2019), joins McKinsey talent leaders Bryan Hancock and Brooke Weddle, as well as global editorial director Lucia Rahilly, to discuss why the traits that propel us to the top seem to diverge so widely from those that make us great leaders—as well as how to choose stronger, more successful, and more diverse candidates for leadership roles.

See www.mckinsey.com/privacy-policy for privacy information

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27集单集

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Manage episode 415626840 series 2712834
内容由McKinsey People & Organizational Performance, McKinsey People, and Organizational Performance提供。所有播客内容(包括剧集、图形和播客描述)均由 McKinsey People & Organizational Performance, McKinsey People, and Organizational Performance 或其播客平台合作伙伴直接上传和提供。如果您认为有人在未经您许可的情况下使用您的受版权保护的作品,您可以按照此处概述的流程进行操作https://zh.player.fm/legal

Narcissism. Overconfidence. Low EQ. Why do we persist in selecting for leadership traits that hamper organizational progress—and leave the right potential leaders in the wrong roles? In this episode of McKinsey Talks Talent, Dr. Tomas Chamorro-Premuzic, author of Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It) (Harvard Business Review Press, March 2019), joins McKinsey talent leaders Bryan Hancock and Brooke Weddle, as well as global editorial director Lucia Rahilly, to discuss why the traits that propel us to the top seem to diverge so widely from those that make us great leaders—as well as how to choose stronger, more successful, and more diverse candidates for leadership roles.

See www.mckinsey.com/privacy-policy for privacy information

  continue reading

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