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Abagnale, Frank, 127
above-average effect, 37, 123, 141
abusive work environments, effect of, 11–12
Accenture, 17
accountability. See consequences
accounting practices, fraudulent, 120–21
“Acting with Power” (Gruenfeld), 98–99
Adams, Susan, 12
addiction programs, 52
administrative costs and executive power, 159–62
ADP Screening and Selection Services, 116
agency theory, 167–68
Ailes, Roger, 198
airline industry
customer discomforts, 1
employees first companies, 157, 169
employee wage and benefit cuts, 2, 149–50, 160
leaders’ failure to accept responsibility for problems, 165
and quality movement, 185
Alcoa board of directors, 215–16
Alcoholics Anonymous (AA), 52
Allen, Paul, 199
altruism. See concern for the well-being of others
Amazon, 1
Amelio, Gil, 151
American Society for Training and Development (ATSD), 10
Anderson, Cameron, 73
Apotheker, Léo, 159–60
Apple, 125–26. See also Jobs, Steve
Apprentice, The (television program), 64
arbitrary dismissal, state laws on, 174
Armstrong, J. Scott, 28
Asian Americans, 76, 77–78, 95–96
attitudes follow behaviors, 95
“at will” employment doctrine, 174
Australian Graduate School of Management, 34
authenticity and relationships, 94. See also authentic leadership; inauthentic leadership
authentic leadership
overview, 92–93, 102–3
authentic leadership movement, 89–91
frequency of occurrence/base rates, 91–92
human nature vs., 100–103
Authentic Leadership Institute, 89–90
authoritarian leaders, 179–81, 189
bad apple theory of leadership failures, 2–3
bank failures, 1
banking relationship inertia, 148
barriers to entry into leadership field, ix–x, 24–25, 32
Bartz, Carol, 47
base rates of authentic leadership, 91–92
Behar, Howard, 183–84
behaviors
attitudes follow behaviors, 95
behaving badly to do good, 207–10
changing, 50–54
consistency in groups, 211
consumer purchasing, 124–26
effect of situations on, 100–103
as function of its consequences, 215
predictors of future behavior, 143–44, 213–15
See also social norms
benefit practices of employers, 148–50
Ben & Jerry’s, 160–61
Bennis, Warren, 206
Best Exotic Marigold Hotel, The (movie), 39
Bezos, Jeff, 199
Bianchini, Gina, 87–88
Bienen, Harry S., 216
Blake, John, 128
Booz (consulting firm), 15
Borland Software, 114
Bosk, Charles, 213
Bradley, Bill, 63
Branson, Richard, 157
breaches of trust, 152–53
Brooks, Rebekah, 197
Brown, Tina, 199
Built to Last (Collins and Porras), 213
bullies, 10–12
Burns, George, 90
Byrne, John, 214
Calacanis, Jason, 150–51
career well-being, 173. See also self-care
Carnegie, Andrew, 190
Catch Me If You Can (movie), 127
CD-ROM technology, 140
Center for Public Leadership at Harvard University, 17
Centers for Disease Control and Prevention, 22
change
circumstances changing behaviors, 151–52
not produced by inspirational stories, 50–54
in roles and personalities, 100–103
in workplaces, 181–84, 191–92
charisma and narcissism, 75
charismatic or transformational leadership, 24–25
cheater’s high, 123
cheating, 51, 137
Churchill, Winston, 189
Cialdini, Robert, 144, 178
civil servants and lying, 111–12
Clapper, James, 111–12
Clarke, Thurston, 97
Clinton, Bill, 130
cognitive biases, 37–39
cognitive dissonance, avoidance of, 181
cognitive laziness, 144
Cohen, Marshall, 216
colleges and universities
and athlete injuries, 173
leadership programs, 10
student evaluations, 28
Collins, Jim, 64–65, 67–68, 68–69, 195–96, 213
compensation consultants, 24
competition and lying, 113–14
competition and self-interest, 190–91
Complications (Gawande), 207–8
concern for the well-being of others
overview, 60, 204–5
inducing concern, 167–70
servant leadership, 155–59
Conference Board, Nielsen report for, 12, 15
conferences and training
demand for inspiration, 33–34
entertainment vs. fulfilling needs, 25, 29, 35
learning from rare or random events, 47, 49–50
measuring participant satisfaction, 27–28
overconfidence from, 55–57
servant leadership, 156
See also inspiration and inspirational stories
confirmation bias, 72, 73, 76, 107–8, 137
Conley, Chip, 184
connections and disconnections, 218–20
Conscious Capitalism movement, 211
consequences
of abusive environments, 11–12, 13
behaviors as function of, 215
of beliefs about yourself, 96
of believing myths and stories, 40–50, 202–3
from delivering bad news, 201–2
employees wage and job cuts, 159–62, 165, 215, 218–19
of inspirational stories, 202–3
lack of, for incompetence, 213–18
lack of, for lying, 106, 111–15, 118–19, 120–22
lack of, for untrustworthiness, 138, 141–43, 146
positive consequences of lying, 122–28
See also job losses, leaders
consumer choice study, 129–30
consumer purchasing behavior, 124–26
contract violations by organizations, 152–53, 172–73, 178
cooperative cultures, 176–79, 188, 191
Corporate Leadership Council, 17
Costolo, Dick, 20–21
credentials of leaders, ix–x, 24–25, 111, 115–16
Crew, Rudy, 219–20
Critical Human Capital Issues Survey, Institute for Corporate Productivity, 17
criticism and insiders, 202
cynicism from seeing hypocrisy, 41–42
Danziger, Pamela, 140–41
“Dark Side of Charisma, The” (Gladwell), 75
data
confirmation bias and exposure effect vs., 73
encouraging employees to find, 107
and innate desire to ignore negative evidence, 49
reliability of, 35–36
Davis-Blake, Alison, 85–86
DaVita (kidney dialysis provider), 30, 107, 168, 169
Debow, Daniel, 147–48
deception
exploiting relationships, 134
of others, 118–19, 122–23
self-deception, 38–39, 129, 179–81
See also lies and lying
decoupling and rationalization, 129–30
Deming, W. Edwards, 185–86
democracy, 189–90
Denrell, Jerker, 49
design thinking, 205
Detroit, Michigan, 152
Development Dimensions International (DDI) Global Leadership Forecast, 18
dictatorships, 179–81, 189
differential selection, 211
Digital Research, Inc. (DRI), 139–40
Dimon, Jamie, 151
disconnections and connections, 218–20
distrust
overview, 143–44
benefits of creating distrust, 146–52
costs of, 150
See also trust and trustworthiness; untrustworthiness
diverging interests, 19–21
Dolnick, Ben, 38
Dorsey, Jack, 21
Dubow, Craig, 215
Dunlap, Al, 214
Dyson, Michael, 48
Ebbers, Bernard, 179–80
Economic Policy Institute, 159
economics and self-interest, 190
ecosystem and leader actions, 210–11
Edelman Trust Barometer, 135, 150
Edmondson, Amy, 49
Edmondson, David, 116
Effron, Marc, 122–23
Eich, Brendan, 1
either-or thinking, 212–13
Ellison, Lawrence J. “Larry,” 113, 199
Emanuel, Rahm, 63
emotions, positive, 88–89
employees
arbitrary dismissal laws, 174
and “at will” employment doctrine, 174
beliefs about management, 136
blame for organizational problems, 165
and bullying leaders, 10–12
and company acquisition or bankruptcy, 148–50
dissatisfaction of, 6, 12, 13, 18
empowering to be adults, 156, 191
engagement of, 12–13, 123, 169
expectations for reciprocity from company, 171–73, 177–79
faith in leaders, 179–81
false claims of, 110
future as focus for raises and incentives, 171–73, 174–175
interaction barriers between leaders and employees, 163–64, 169
job insecurity, 174, 175–76
retail employees, 181–82
self-interest as a guiding principle, 187–92
and servant leadership, 158–59
turnover rate, 56, 66
wage and job cuts, 159–62, 165, 215, 218–19
whistle-blowers, 119–20, 128
See also workplaces
endowment effect, 66–67
engagement of employees, 12–13
Enron Corporation, 75, 128, 180
entertainment, fulfilling needs vs., 25, 29, 35
entrepreneurs, 41, 79, 87–88, 146, 150–51
Escape from Freedom (Fromm), 179
ethical issues of lying, 116–17
Evans, Harold, 138–39
evolutionary psychology, 38–39
Ewert, Doug, 45, 46
executive coaches, 15, 53–54
executive compensation levels, 81, 82, 159–62
executive search business, 116
exposure effect, 73
failure, learning from, 49
fair exchange vs. moral obligation, 178
Fastow, Andy, 128
fearless dominance, 79
Federal Bureau of Investigation (FBI), 198–99
Fel-Pro, Skokie, Illinois, 182–83
Ferrazzi, Keith, 52, 143
Few Good Men, A (movie), 201
Fighting Chance, A (Warren), 202
film industry business idea takeover, 144–46
financial crisis (2007 and beyond), 79, 108, 215–17
Fiorina, Carly, 2, 159, 160, 197
Flexner, Abraham, ix
Forgive and Remember (Bosk), 213
Fornell, Claes, 157
Fortune magazine cover curse, 67–68
Fox News, 198
fraudulent accounting practices, 120–21, 179–80
fraudulent claims, 136–38
Freeman, John, 159
Freud, Sigmund, 40
Fromm, Erich, 179
Fuld, Richard, 1–2
future as focus for businesses, 171–73, 174–75
Gallup Leadership Institute, 90
Gallup Organization, 12–13
Gandossy, Robert, 24, 27
Gates, Bill, 138–40, 142, 199
Gawande, Atul, 207–8
General Electric (GE), 37
General Motors, 3, 165
Gentry, Bill, 16
George, Bill, 36–37, 91
Give and Take (Grant), 188
Gladwell, Malcolm, 75
Glass Door, 58
global leadership development (GLD), 27, 28
Global Leadership Forecast, Development Dimensions International (DDI), 18
goal setting, 53
Godtfredsen,Taavo, 54
Goffman, Erving, 99
Goldsmith, Marshall, 53–54
Goodnight, Jim, 30, 157, 183
Good to Great (Collins), 64–65, 68–69, 195–96
Goodwin, Doris Kearns, 209–10
Grant, Adam, 188
Great Place to Work Institute, 135
group survival, 19–20
Grove, Andy, 99
Gruenfeld, Deborah, 98–99
Hamlet (Shakespeare), 57
Hannan, Michael, 159
Haran, Uriel, 152–53
Hardrick, Kyle, 173
Harrah’s Entertainment/Caesars, 108, 109–10
Harris Poll, 17
Hauser, Robert, 22–23
Heidrick & Struggles, 116
Herman Miller, 160–61
heroic, mythical leaders, 46–50, 110
hero worship, overcoming, 57–61, 191
Hewlett-Packard, 30, 159–60, 168
hierarchical companies and lying to employees, 123
Hippel, William von, 39
Hochschild, Arlie, 88–89
Hoover, J. Edgar, 198–99, 200
humanizing leaders, 48–49
human nature
attraction to familiarity, 73, 142–43
avoidance of truth, 201–3
becoming habituated, 153
as good and evil, 212
and leaders’ expectations, 124
need for security, 180
reacting to similarity and dissimilarity, 162–63
social networks, 52, 142, 151, 188, 197
voluntary acceptance of authoritarians, 179–81
humility. See modesty
Hurd, Mark, 2, 159
hypocrisy
cynicism from seeing, 41–42
moral licensing, 54–55
Iacocca, Lee, 68
IBM, 139–40, 142
IDEO, 205
immodesty
overview, 71–72
effects of, 78–82
meta-analysis of leadership studies, 74–75
modesty vs., 68–69
and success, 72–74
See also narcissists and narcissism; self-confidence; self-promotion
implicit contracts, 172–73, 178
implicit egotism, 66–67, 163
impression-management strategies, 77. See also narcissists and narcissism
inauthentic leadership
emotion management skills, 89
examples of, 85–88
and personal change over time, 94–95, 100–103
research on, 88–89
useful inauthenticity, 95–100
individual vs. group interests, 20–21
inertia in banking relationships, 148
informational environment/cues, 50–51
inspiration and inspirational stories overview, 21
and cognitive biases or memory of events, 37–39
consequences of, 42–47, 202–3
creating unrealistic expectations for ourselves, 47–50
cynicism from seeing hypocrisy, 41–42
demand for, 33–34, 59–60
fact-checking, 39, 57–59
failure to produce lasting change, 50–54, 204
happy oblivion from, 194–95
as key to being an “expert” on leadership, ix–x, 6
as legacy for speaker, 35–37
as myths, 40
overcoming hero worship, 57–61, 191
as preference leading to lies, 201–3
replacing with improvements, 60
sanctimony-related problems, 54–57
Institute for Corporate Productivity, 17, 27, 28
interaction barriers between leaders and employees, 163–64, 169
interpersonal vs. organizational settings and moral obligations, 177–79
introvert qualities, 86
J. C. Penney, 140–41
job losses, employees, 159–62, 165, 215, 218–19
job losses, leaders
overview, 6, 14–16, 80, 151–52
examples of, 20–21, 42–44, 45–46, 47, 214
Jobs, Steve, 114, 125–26, 151, 199, 200
Johnson, Lyndon, 197, 200
Jung, Andrea, 216
just-world phenomenon, 39, 57, 141
Kaplan, David, 113, 138–40
Kazin, Alfred, 97
Keller, Bill, 97–98
Kellerman, Barbara, 5, 10
Kelley, David, 205
Kennedy, John F., 97, 128
Kildall, Gary, 139–40, 142
Kimberly-Clark, 164
King, Martin Luther, Jr., 48
Kissinger, Henry, 198
Knippenberg, Daan van, 26
Kohn, Melvin, 102
Kovacevich, Richard, 148
Kramer, Roderick, 136–38, 141
Kyl, Jon, 111
labor unions, 165, 174
Lampert, Ed, 2
leaders
overview, 60–61
acknowledging tradeoffs, 19
actions vs. prescribed behaviors, 196–203, 205–7, 218–21
authoritarians, 179–81, 189
bullies, 10–12
charisma of, 24–25
concern for the well-being of others, 60, 155–59, 167–70, 204–5
credentials of, ix–x, 24–25, 111, 115–16
empathy from coming up through the ranks, 166
executive compensation levels, 81, 82, 159–62
failures of, 1–2, 4, 16, 163–67
heroic, mythical leaders, 46–50, 110
implementation of desirable behaviors, 22–24, 30
job losses, 6, 14–16, 80, 151–52
job losses, examples of, 20–21, 42–44, 45–46, 47, 214
Level 5 leaders, 64–65
quality of, 16–18
relationships among, 94
self-interest as a guiding principle, 187–92
traits associated with leader effectiveness, 74
trust breakers, 138–43
upward mobility through self-promotion, 69, 72–76
well-being indicators, 21
See also authenticity; modesty; trust and trustworthiness; truth and truthfulness
leadership
overview, 8
acting like a leader, 98–100
basis for conventional wisdom, vii–viii
commitment to workplace culture, 30
connections and disconnections, 218–20
and employee satisfaction, 13–14
failures of, 1–4
qualities, 6–7
recommendations that aren’t working, 4–5
“romance of,” 8–9
servant leadership, 155–59
traits associated with leader effectiveness, 76
leadership development, 16–17. See also conferences and training
leadership industry
overview, 4–6, 31
and authentic leadership movement, 90–91
exploitation of disconnect between leaders and, 218–19
models of what should be rather than what is, 203–5
size of, 8–10
solutions, 6–8, 26, 27–32
See also conferences and training
leadership industry failures
overview, 6, 19, 193–95
conceptual imprecision, 25–26
inadequate barriers to entry, ix–x, 24–25, 32
no base rate for desirable leader behaviors, 22–24, 30–31
no diverging interests analysis, 19–21
leadership industry solutions
overview, 6–8, 26
credentials and scientific methods, 31–32
leaders’ interests evaluation and measurement, 31
workplace outcome accountability, 27–31
Leadership Quarterly, 90, 91, 111
Lean In (Sandberg), 96
Lean In movement, 96
Lenovo, 151
Lieberman, Seymour, 100–101, 102
lies and lying
overview, 105–7, 108, 119
cheater’s high, 123
for creating room to make changes, 127–28
in everyday life, 115–19
lack of consequences, 106, 111–15, 118–19, 120–22
positive consequences of, 122–28
proliferation of, 110–15, 121, 122–24
recreating reality, 38
sanctions for, 119–22, 129–30
as self-fulfilling prophecies, 124–27
as two parties interacting, 128–30
Washington cutting down cherry tree story, 105
See also deception
likeability and humbleness, 67, 72
likeability, short-term, 76
Lincoln (movie), 209–10
Lincoln, Abraham, 128, 209–10
Lipman-Blumen, Jean, 179–80
Loveman, Gary, 86–87, 94, 108–10
Maccoby, Michael, 69–70
Machiavelli, Niccolò, 117, 208–9, 210
Macy’s, 140–41
Madoff, Bernie, 129, 136
management-by-walking-around practice, 169
Mandela, Nelson, 48, 97–98
manipulative ability. See deception; lies and lying
Maritz, 136
Maxwell, William, 38
McKinsey Quarterly, 10, 16–17
measures
and agency theory, 167–68
change related to, 51
conference and training course participant satisfaction, 27–28
for establishing a base rate, 23–24
fearless dominance, 79
improvements based on wrong input, 29
of leader caring for others, 168–69
of leaders, 57–59
leader’s interests, 21, 31
of narcissism, 70
of servant leadership, 158
standards and, 53
media and mentions of leadership, 9
medical diagnoses, avoidance of, 201–2
medical profession
and education, viii–ix
as evidence-based science, 30–31
forgive and remember sentiment, 213
learning from failure, 49
and sanitary practices, 22–23
and therapeutic poisons, 207–8
Medtronic, 36–37
Meindl, James, 8–9
memory of events, 37–39
Mercer human resources consulting firm, 12
mere exposure effect, 73, 142–43, 240n14
Microsoft, 138–40, 142
military scenarios, 155, 166–67, 174
Miller, Dale, 54–55, 187–88
Miller, William F., 114
Mintzberg, Henry, 205
mission statement problem, 56
modesty
overview, 81
of Asian Americans, 76, 77–78, 95–96
lack of, 63–64, 68
in Level 5
leaders, 64–65
narcissism vs., 67, 69–71
and upward mobility, 69
as useful leadership trait, 65–68
and well-established positive reputation, 74
and women, 71, 76–77, 78, 95–97
See also immodesty; narcissists and narcissism
Monin, Benoît, 54–55
moral licensing, 54–55
moral obligations in organizational vs. interpersonal settings, 177–79
moral rationalization and moral decoupling, 129–30, 152–53
Moran, Rich, 24
motivated cognition, 37–39
motivational effect of inspiration, 50–51
Mott, Meg, 128
Moyers, Bill, 197
Murdoch, Rupert, 183, 197
mythical, heroic leaders, 46–50, 110
Nacach, Sergio, 164
Narcissistic Personality Inventory (NPI), 70, 81, 83
narcissists and narcissism
compensation of, 81, 82
extroversion and short-term like-ability, 76
measures of, 70
meta-analysis of leadership studies, 74–75
modesty vs., 67, 69–71
and presidential performance, 79–80
success of, 79, 81–82
See also immodesty; modesty; self-promotion
Nardelli, Robert, 160
National Collegiate Athletic Association (NCAA), 173
National Health Service, Great Britain, 11
Nayar, Vineet, 157
negotiations, 116–17, 137–38
News Corporation, 183, 197, 198
New York Times, 216
Nielsen Company survey of employees for Conference Board, 12, 15
No Asshole Rule, The (Sutton), 10–11, 199
“Nobody Likes a Rat” (Reuben and Stephenson), 120
norm of reciprocity, 176–79
norm of self-interest, 187–91
norms, 187
Norris, Floyd, 120
notoriety of trust-breakers, 142–43
Oates, Ed, 113
Obama, Barack, 217
O’Neal, Stan, 2, 215–16
optimism
of narcissists, 74
and tendency to believe in unreal, 129, 137, 195
of Vietnam War POWs, 195–96
Oracle Corporation, 113, 120
O’Reilly, Charles, 80–81
organizational malfeasance, 18
organizational vs. interpersonal settings and moral obligations, 177–79
overconfidence, 55–57, 73
Palmer, Donald, 18
Parade magazine, 13
Pasteur, Louis, 22
pensions, 149
performance management systems, 53
Pfeffer, Jeffrey
comments from students, vii
executive program participant demanding inspiration, 33–34
and mission statement problem, 56
studies of interpersonal vs. organizational settings and moral obligations, 177–79
supervisory behavior study, 101
on what’s depressing, 193–94
Podolny, Joel, 126
politicians and lying, 111
Ponzi scheme, Madoff’s, 129, 136
Porras, Jerry, 213
positive emotions, 88–89
power
and executive compensation, 81, 82, 159–62
of leaders’ expectations, 124
from lying, 118–19, 123–24
need for leaders vs. leader power exploitation, 20
protecting jobs and salaries with, 159
as reality buffer, 217–18
and successful lying, 114–15
priming, effect of, 50–51
Prince, Charles O., 216
Prince, The (Machiavelli), 208–9
Productive Narcissist, The (Maccoby), 69–70
psychological theories
above-average effect, 37, 123, 141
cheater’s high, 123
confirmation bias, 72, 73, 76, 107–8, 137
fearless dominance, 79
ignoring negative evidence, 49
implicit egotism and endowment effect, 66–67, 163
mere exposure effect, 73, 142–43, 240n14
moral licensing, 54–55
motivated cognition, 37–39
on narcissism, 70–71
role theory, 100–102
self-deception, 38–39, 129, 179–81
quality movement, 27, 185–86
rare or random events, learning from, 47, 49–50
rationalization and decoupling, 129–30
Ratner, Rebecca, 187–88
Rattner, Steven L., 216–18
Reality 101 program (DaVita), 169
reality distortion field, 114
reality of organizational life
overview, 203
behaving badly to do good, 207–10
and current ecosystem, 210–11
and either-or thinking, 212–13
focusing on actions vs. words, 205–7
focusing on what is, 203–5
forgiveness with caveats, 213–18
returning to, 219–20
reciprocity, employee expectations of, 171–73, 174–76
reciprocity norms, 176–79
Redwoods program (DaVita), 169
Reed, John, 151
relationship between occupation and personality, 102
relationships
importance of, 94
interaction barriers between leaders and employees, 163–64, 169
and lying, 122
reacting to similarity and dissimilarity, 162–63
strategic interactions, 142
and trust, 134–35
vendor-supplier relations, 150–51
religion, 40, 105–6, 156, 213
retail employees, 181–82
Rice, Mike, 214–15
Right Management, 12
romance of leadership, 8–9
Roosevelt, Franklin D., 128
Ross School of Business, 85–86
Rubin, Amir Dan, 53
Rubin, Harriet, 99–100
Rutgers University, 214–15
Rypple, 147–48
Salancik, Gerald, 101–2
Sales and Marketing Management magazine, 115
sanctimony-related problems, 54–57
sanctions for lies, 119–22, 129–30
Sandberg, Sheryl, 96, 97
sanitary practices in health care, 22–23
Sarbanes-Oxley Act (2002), 120
SAS Institute, 30, 157, 168, 183
school administrative costs, 159
Schooler, Carmi, 102
science of leadership, 34, 35–36, 52–53. See also data
scientific methods, 30–31
Sculley, John, 126
self-care
overview, 7
college athletes, 173
creating leader-independent systems, 184–86
reciprocity from organizations unlikely, 171–79
responsibility for personal well-being, 191
social norms for, 187–91
and workplace changes, 181–84, 191–92
self-confidence
and career advancement, 127
as entrepreneurial requirement, 87–88
and income/executive presence, 77–178
and lying, 118–19, 123–24
overconfidence, 55–57, 73
See also narcissists and narcissism
self-deception, 38–39, 129, 179–81
self-enhancement motive, 180
self-fulfilling prophecies, 124–27
self-promotion
acting like a leader, 98–100
lying, 114–15
others’ response to, 67, 72, 82–83
and success, 96
upward mobility through, 69, 72–76
See also narcissists and narcissism
Semmelweis, Ignaz, 22
Shakespeare, William, 57
Silicon Boys, The (Kaplan), 113, 138–40
Sitkin, Sim, 26
skepticism. See distrust
Smith, Adam, 190
Snowden, Edward, 112
soccer “playacting” move, 208
social class and emotion management skills, 89
social environment, 51–52, 130–31
social networks, 52, 142, 151, 188, 197
social norms
overview, 187
norm of reciprocity, 176–79
norm of self-interest, 187–91
social psychology
attitudes follow behaviors, 95
and lying in negotiating process, 116–17
moral licensing, 54
need for leaders vs. leader power exploitation, 20
and qualities of leaders, 3–4
research on lying, 117–18
social science
distrust of, 41–42
on informational environment/cues, 50–51
just-world phenomenon, 39, 57, 141
sociobiology, 19–20
software industry, 113–14, 147–48
Sonnenfeld, Jeffrey, 64
Sorkin, Andrew Ross, 217–18
Southwest Airlines, 2, 26, 157, 169
sports, 88, 214–15
Staffordshire University, United Kingdom, 11
Starbucks International, 183–84
startups within a larger company’s ecosystem, 150–51
Star Wars movies, 212
state laws on arbitrary dismissal, 174
Steinbrenner, George, 214
Stewart, Martha, 140–41
Stockdale, James, 195–96
Stockdale paradox, 195, 196
Strauss-Kahn, Dominique, 1
Summers, Lawrence, 202
Sutton, Robert “Bob,” 10–11, 56, 199
symbolism of black and white, 212
systemic processes for producing leaders, 3–4
teachers, role of, 204
Team of Rivals (Goodwin), 209–10
They Made America (Evans), 138–39
Thiry, Kent, 107
Thompson, Don, 159
Thompson, Scott, 1
Tindell, Kip, 157
Tokyo Electric Power (TEPCO), 158–59
transformational or charismatic leadership, 24–25
Trivers, Robert, 39
True North (George), 36–37
Trump, Donald, 63–64
trust and trustworthiness
as desirable but not essential trait, 134–35
misplaced trust, 133–34, 139–40, 144–46
surveys on level of, 135–38
See also distrust; untrustworthiness
truth and truthfulness
overview, 130–31, 220
admonitions in favor of, 106
lies turning into, 124
natural avoidance of, 201–3
workplace culture of, 107–10
See also lies and lying
Twain, Mark, 117
Twitter, 20–21
universities. See colleges and universities
unrealistic expectations for ourselves, 47–50
untrustworthiness
breaches of trust, 152–53, 172–73
company contract violations, 152–53, 172–73, 178
eliminating former friends or partners, 151–52
exploiting relationships, 133–34, 138–41
lack of consequences, 138, 141–43, 146
poaching idea example, 144–46
upward mobility through self-promotion, 69, 72–76
U.S. military scenarios, 155, 166–67, 174
U.S. presidents’ personalities, 79–80
vendor-supplier relations, 150–51
victims
blaming, 141–42, 146
recourse for, 120, 141
Vietnam War POWs, 195–96
Vlerick Business School, 34
Vos, Pierre de, 48
Wachner, Linda, 198
Wagoner, Rick, 1, 160, 165
walking the talk, 58, 206
Wall Street Journal, 183
Warnaco, 198
Warren, Elizabeth, 202
Washington, George, 105
Watkins, Sherron, 128
Weems, Mason Locke, 105
Weill, Sandy, 151
Weiner, Anthony, 93
Welch, Jack, 37
Wells Fargo, 148
whistle-blowers, 119–20, 128
Whitman, Meg, 2
Whole Foods Market, 160–61
Williams, Evan, 20–21
Williamson, Oliver, 134
women
and authenticity, 96–97
and modesty vs. narcissism, 71, 76–77, 78, 95–96
Woods, Tiger, 130
workplaces
overview, 10–14, 175
change in, 181–84, 191–92
commitment to workplace culture, 30
creating leader-independent systems, 184–86
culture of truthfulness, 107–10
democracy in, 189–90
See also employees; reality of organizational life
WorldCom financial fraud, 179–80
World Cup, 208
Zappos, 169
Zimmer, George, 45–46, 181–82