Issue 133 - 01 | Why We Don’t Get the Leaders We Say We Want
By Jeffrey Pfeffer Published Sept. 16, 2015 10:00 a.m.

“The state of workplaces, not just in the U.S. but all over the world, can only be described as dire. Whether you prefer Gallup’s data on employee engagement or the surveys on engagement or job satisfaction emanating from the various human resource consulting firms and the Conference Board, the picture that emerges is consistent: mostly disengaged, dissatisfied, disaffected employees. Moreover, there is no evidence that things are getting better over time.

Although trust in leaders is seemingly important for organizational success, if you consult the Edelman Trust Index or the aforementioned surveys, once again the data are clear: a remarkably low level of trust in leaders in many sectors and many countries.

What gives? And maybe more importantly for those people worried about companies and their people, is there any hope for a better future?”



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About Jeffrey Pfeffer | Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979. He is the author or co-author of 15 books, including The Human Equation: Building Profits by Putting People First, Power: Why Some People Have It—and Others Don’t, The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action, Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management, and more than 150 articles and book chapters. and more than 150 articles and book chapters. Pfeffer has presented seminars in 38 countries throughout the world.

www.jeffreypfeffer.com

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