The difficult genius mythology teaches people to frame abusive management as high standards and proximity to excellence. Here is what the research on psychological safety, survivorship bias, and CEO effects shows about what demanding leadership actually produces.
StrengthsFinder tells you to focus on what you’re naturally good at and manage around the rest. Here is what the research supports in that prescription, what it overstates, and when weaknesses in a role cannot simply be routed around with strength compensation.
We’re a family here is one of the most reliable warning signs in employer culture language. Here is what the research shows about culture’s relationship to performance, why family metaphors extract commitment without reciprocal obligation, and what actually builds workplaces worth working in.
Servant leadership asks leaders to put others first. Here is why the concept lacks the behavioural specificity to be a usable management framework, why it overlaps too much with other good management to be distinct, and what serving your team actually requires in practice.
Myers-Briggs is the world’s most widely used personality assessment and one of the most scientifically criticised. Here is the gap between its corporate prevalence and its research standing, why it persists anyway, and what the evidence actually supports.
Authentic leadership tells leaders to just be themselves. Here is why that prescription misapplies the genuine research, why behaviour that feels inauthentic is often exactly what leadership development requires, and what the evidence actually supports about effective leaders.
