Are leaders born or made? Judging by the 50 billion dollar leadership development industry, the answer is definitely the latter. From schools to workplaces, everyone is seen as a potential leader and expected to become one by undergoing leadership training. My guest questions the assumptions underlying this phenomenon, which he calls "the leadership industrial complex," and says that the cult of leadership, and its idea that everyone can and should become a leader, can create burnout and unhappiness. Elias Aboujaoude is a Stanford professor of psychiatry and the author of A Leader's Destiny: Why Psychology, Personality, and Character Make All the Difference. Today on the show, Elias describes the state of the leadership industrial complex, the mathematical impossibility it forwards that everyone can be a leader and no one is a follower, and the primary presumption it makes that leadership can be taught. Elias argues that, in fact, a lot of what makes for good leadership is innate and potentially unchangeable. We discuss the implications of this fact, and why it's actually okay not to want to be a leader.
Are leaders born or made? Judging by the 50 billion dollar leadership development industry, the answer is definitely the latter. From schools to workplaces, everyone is seen as a potential leader and expected to become one by undergoing leadership training.
My guest questions the assumptions underlying this phenomenon, which he calls "the leadership industrial complex," and says that the cult of leadership, and its idea that everyone can and should become a leader, can create burnout and unhappiness.
Elias Aboujaoude is a Stanford professor of psychiatry and the author of A Leader's Destiny: Why Psychology, Personality, and Character Make All the Difference. Today on the show, Elias describes the state of the leadership industrial complex, the mathematical impossibility it forwards that everyone can be a leader and no one is a follower, and the primary presumption it makes that leadership can be taught. Elias argues that, in fact, a lot of what makes for good leadership is innate and potentially unchangeable. We discuss the implications of this fact, and why it's actually okay not to want to be a leader.
