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The Consequences of Bad Leadership
An area of Buenos Aires nicknamed Villa Freud boasts the highest concentration of psychoanalysts per capita in the world. Even the bars and cafe?s have Freudian names, such as the Oedipus Complex and the Unconscious. Many of the residents are therapists, in therapy, or both. In fact, psychoanalysts are only allowed to be therapists if they are in therapy themselves. The requirement creates a self-perpetuating and ever-expanding universe of psychoanalysts and patients. It’s like an inverted – and unhealthy – pyramid scheme. Every new shrink is another shrink’s new patient, and the arrangement keeps both supply and demand perennially high.
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Reprinted by permission of Harvard Business Review Press. Excerpted from Why Do So Many Incompetent Men Become Leaders: (And How to Fix It) by Tomas Chamorro-Premuzic. Copyright 2019 Tomas Chamorro-Premuzic. All rights reserved.
About the Author
Tomas Chamorro-Premuzic is the Chief Talent Scientist at Manpower Group, co-founder of Deeper Signals and Metaprofiling, and Professor of Business Psychology at University College London and Columbia University
Each of the 
Some personal power is organizationally bestowed. Others are self-earned. Each is effective when wielded in the proper place and time. Yet the absolute degree of influence each power differs greatly, dependent on the value offered which is further influenced by the circumstances surrounding the power’s use.
Personal powers are the mechanisms by which one influences the actions of others. These powers are bestowed by the institution (formal powers) and self-acquired (informal powers).
Everyone possesses personal power to some degree but many chose not to use it. Commonly shrouded as a righteous choice to not play politics or a self protecting underestimation of one’s power, the primary reason for not exercising personal power is fear.
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