
How to make your ‘imposter’ monster a trusted friend
Most of us have an inner demon that says, “You’re not good enough”. And, in an era when leaders are expected to question themselves and their decisions, imposter syndrome could be on...
by Jennifer Jordan Published 29 October 2024 in Brain Circuits • 3 min read
Power generally only leads to unethical behavior when it’s combined with a lack of accountability and a lack of desire to serve others when in a position of power. In fact, research shows that a much more consistent predictor of unethical behavior than the degree of power held by an individual is trait-level dominance. Â
Â
As a personality type, trait-level dominance manifests in being narcissistic and inclined to feelings of entitlement. This can engender the desire to outperform others or attain control over them, combined with a tendency to be dominant or forceful in work and social settings. Such personality types are usually conscious of this characteristic and admire it in themselves.Â
Â
Because these dominant people seek mainly to accrue the social benefits related to power, they tend to think about what’s good for themselves, rather than considering what’s good for others. And the hard truth is that this personality type is way over-represented amongst the higher corporate echelons. Â
Â
First, be mindful of who you are identifying as leaders and promoting to the top. Is it mainly those who show stereotypical leadership behaviors, such as assertiveness, extreme competitiveness, and fearlessness? If so, it might pay to intentionally seek out less dominance-seeking individuals to balance your senior team.Â
Second, have you noticed such a tendency in yourself? If so, rather than thinking about what you want from your role or career, think about what legacy you want to leave behind. This can help you shift from a self-serving mindset into a more benevolent one – one that is more conducive to ethical, helpful behaviors than unethical, selfish ones. Â
Â
Â
9 tips for speaking truth to powerÂ
Why boards need to take action on power-hungry leadersÂ
How to build powerful alliancesÂ
Â
Social psychologist and Professor of Leadership and Organizational Behaviour at IMD
Jennifer Jordan is a social psychologist and Professor of Leadership and Organizational Behavior at IMD. Jennifer’s teaching, research, and consulting focus on the areas of digital leadership, ethics, influence, and power. She has received specialized training and certifications in lie and truthfulness detection, as well as in conflict resolution within organizations. She is Program Director of the Women on Boards and the Leadership Essentials program, and co-Director of the Leading Digital Execution program.
5 hours ago • by Séverine Jourdain, Nathalie Ducrot in Brain Circuits
Most of us have an inner demon that says, “You’re not good enough”. And, in an era when leaders are expected to question themselves and their decisions, imposter syndrome could be on...
13 February 2025 • by Luc de Brabandere , Lina Benmehrez, Jonas Leyder in Brain Circuits
In this summarized extract from their book The Art of Thinking in a Digital World, Luc de Brabandere , Jonas Leyder, and Lina Benmehreze explain how true creativity begins by looking at...
12 February 2025 • by Michael R. Wade, Amit M. Joshi, José Parra Moyano in Brain Circuits
Buzzwords and acronyms abound in the world of AI and seem to be multiplying faster than new model releases. Here are three questions to test your ability to talk tech (and a...
11 February 2025 • by Francesca Giulia Mereu in Brain Circuits
When it comes to yoga, having the right state of mind is essential. The same is true of leadership. Here are some unexpected ways you can benefit from a yoga mindset and...
Explore first person business intelligence from top minds curated for a global executive audience