Neuroscience reveals the counterproductive side effects of authority. Pay attention to inclusion to avoid these pitfalls.
Senior leaders make poor decisions at every scale, from minor transgressions to global scandals. All have one common element: in the brain, a set of responses to temptation gradually shifts the attention of powerful people away from the disciplined behaviours associated with enlightened management.
Writing for Harvard Business Review, Mary Slaughter and Chris Weller say if you want to be the kind of leader who resists these missteps, develop a clear understanding of the dynamics of power – and their effect on your own thinking and that of others around you.