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Kaplan, R.E., & Kaiser, R.B. (2006). Lopsidedness in leaders: Strategies for assessing it and correcting it. In R.J. Burke and C.L. Cooper (Eds.) Inspiring Leaders (pp. 293-304). London: Routledge.
Discusses the tendency among managers to over-rely on one approach to leading at the expense of an opposing and complementary approach. The resulting imbalance produces a lopsided leadership style that limits and constrains an executive’s ability to lead effectively. A new approach to executive assessment is described, outlining how to detect when leaders overdo one thing and avoid another thing. Considerable attention is given to how to help leaders correct this imbalance by contending with skewed mental models, one-sided values, bad attitudes, and underlying fears that lay beneath lopsided leadership.
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