“The science of leadership is well established.” So says Tomas Chamorro-Premuzic, a Professor of Business Psychology at University College London. This premise enables him to conclude, “There is no real need to advance it in order to improve real-world practices. We should focus instead on applying what we already know, and ignoring what we think we know that isn’t true.” (“What Science Tells Us About Leadership Potential”, taken from HBR.)
That makes it sound so simple. Would that it were so! Given the professor’s own statements that, “Its key studies are unfamiliar to most people, including an alarmingly large proportion of those in charge of evaluating and selecting leaders” and “This science-practitioner gap explains our disappointing state of affairs”, we appear to have a major problem.
Several questions spring instantly to mind.