Bosses who admit “we could do better”: Leadership surveys offer cause for concern – but hint that the tide might have turned

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

There would appear to be a refreshing level of honesty among business leaders about the way they rate their own performance. The research enables Newhall to raise some interesting points about changing perceptions of the critical skills needed for leadership.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2012), "Bosses who admit “we could do better”: Leadership surveys offer cause for concern – but hint that the tide might have turned", Human Resource Management International Digest, Vol. 20 No. 3, pp. 12-14. https://doi.org/10.1108/09670731211224311