An approach to development that concentrates on identifying and maximizing leaders’ strengths, to the exclusion of addressing their weaknesses, has gained enormous popularity in recent years. But amid the hype, are there hidden dangers? Could a more balanced strategy for developing leaders be more likely to raise their effectiveness and enhance organizational performance? Rob Kaiser explores these issues in this article from the Center for Creative Leadership’s magazine, Leadership in Action.
The latest fad in leadership, “strengths-based development,” gives managers the seductive advice to play to their strengths and don’t waste time trying to fix weaknesses. But this dangerous philosophy contains plenty of half-truths and pseudo-science about how managers develop and become great leaders. Rob Kaiser explains how the strengths fad may also be partially to blame for the go-go, gaga mentality that spun the global economy out of control in this Editorial in Chief Learning Officer.
