Very intelligent people make less effective leaders, according to their peers and subordinates
Highly intelligent people tend to make good progress in the workplace and are seen as fit for leadership roles: overall, smarter is usually associated with success. But if you examine the situation more closely, you find evidence that too much intelligence can harm leadership effectiveness
In this article in BPS Research Digest, staff writer Alex Fradera examines new research in the Journal of Applied Psychology that finds that very smart leaders aren't falling prey to bad leadership approaches but instead are struggling to use good ones.
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