{"query":{"page":"","pagename":"cla-insights"},"query_vars":{"page":0,"pagename":"cla-insights","error":"","m":"","p":0,"post_parent":"","subpost":"","subpost_id":"","attachment":"","attachment_id":0,"name":"","page_id":0,"second":"","minute":"","hour":"","day":0,"monthnum":0,"year":0,"w":0,"category_name":"blog","tag":"","cat":3,"tag_id":"","author":"","author_name":"","feed":"","tb":"","paged":0,"meta_key":"","meta_value":"","preview":"","s":"","sentence":"","title":"","fields":"all","menu_order":"","embed":"","category__in":[],"category__not_in":[],"category__and":[],"post__in":[],"post__not_in":[],"post_name__in":[],"tag__in":[],"tag__not_in":[],"tag__and":[],"tag_slug__in":[],"tag_slug__and":[],"post_parent__in":[],"post_parent__not_in":[],"author__in":[],"author__not_in":[],"search_columns":[],"post_status":["publish","future"],"ignore_sticky_posts":false,"suppress_filters":false,"cache_results":true,"update_post_term_cache":true,"update_menu_item_cache":false,"lazy_load_term_meta":true,"update_post_meta_cache":true,"post_type":"","posts_per_page":7,"nopaging":false,"comments_per_page":"50","no_found_rows":false,"order":"DESC"},"tax_query":{"queries":[{"taxonomy":"category","terms":[3],"field":"term_id","operator":"IN","include_children":true}],"relation":"AND","queried_terms":{"category":{"terms":[3],"field":"term_id"}},"primary_table":"wp_posts","primary_id_column":"ID"},"meta_query":{"queries":[],"relation":null,"meta_table":null,"meta_id_column":null,"primary_table":null,"primary_id_column":null},"date_query":false,"queried_object":{"ID":2624,"post_author":"1","post_date":"2021-10-13 14:13:33","post_date_gmt":"2021-10-13 14:13:33","post_content":"","post_title":"CLA Insights","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"cla-insights","to_ping":"","pinged":"","post_modified":"2021-10-13 14:13:33","post_modified_gmt":"2021-10-13 14:13:33","post_content_filtered":"","post_parent":0,"guid":"https:\/\/contemporaryleadership.com\/?page_id=2624","menu_order":0,"post_type":"page","post_mime_type":"","comment_count":"0","filter":"raw"},"queried_object_id":2624,"request":"SELECT SQL_CALC_FOUND_ROWS wp_posts.ID\n\t\t\t\t\t FROM wp_posts LEFT JOIN wp_term_relationships ON (wp_posts.ID = wp_term_relationships.object_id)\n\t\t\t\t\t WHERE 1=1 AND ( \n wp_term_relationships.term_taxonomy_id IN (3)\n) AND wp_posts.post_type = 'post' AND ((wp_posts.post_status = 'publish' OR wp_posts.post_status = 'future'))\n\t\t\t\t\t GROUP BY wp_posts.ID\n\t\t\t\t\t ORDER BY wp_posts.post_date DESC\n\t\t\t\t\t LIMIT 0, 7","posts":[{"ID":9563,"post_author":"15","post_date":"2026-02-20 06:15:00","post_date_gmt":"2026-02-20 06:15:00","post_content":"\n

The allure of the heroic leader, a visionary figure who single-handedly steers an organization to success, is deeply ingrained in the corporate world. Yet, even among heroic-style leaders who clearly achieve impressive results, there are inherent downsides to this form of leadership. High-profile failures of those like Adam Neumann at WeWork and Elizabeth Holmes at Theranos further underscore the dangers of this outdated model. The reality is that in today\u2019s increasingly complex business landscape, where the imperative to innovate is accompanied by myriad essential priorities, organizations require leadership approaches that prioritize collaboration and adaptability. <\/p>\n\n\n\n

Some truly remarkable heroic leaders have captured the\u00a0public\u00a0imagination with bold visions and transformative initiatives, but their leadership styles tend to be centered around their personal influence and decision-making. This can come at the expense of cultivating sustainable organizational systems. For example, Howard Schultz, who helped revolutionize the coffee industry, has had to serve as Starbucks CEO three\u00a0different times, with his repeated returns to the role reflecting an organizational culture overly reliant on his leadership. Similarly, even though Elon Musk has been instrumental in Tesla\u2019s success, he has a tendency to micromanage and make controversial unilateral decisions, even claiming that he sleeps on the assembly line floor during production crises and expects his workers do the same.\u00a0This domineering approach, coupled with a tendency towards sweeping changes like mass layoffs, have notably led to resignations by many of the company\u2019s leading executives.\u00a0<\/p>\n\n\n\n

The pitfalls to heroic leadership can be especially pronounced, as epitomized by Neumann\u2019s rise and fall at WeWork. By positioning himself as the irreplaceable visionary, Neumann built a culture of dependency that\u00a0ultimately destabilized\u00a0the company. His\u00a0centralized authority and excessive ego alienated stakeholders, leading to a failed IPO and a dramatic valuation\u00a0collapse.\u00a0Similarly, Holmes cultivated a mythos of personal brilliance that stifled dissent and collaboration at Theranos. Her fixation on secrecy and top-down control as she falsely claimed to have revolutionized blood testing created an \u201cethical tragedy.\u201d\u00a0The lesson is clear: \u201cNo matter how charismatic, a leader\u2019s heroism is inherently disempowering. It creates a culture of dependence. And\u00a0that\u2019s\u00a0fatal in a company striving to become a complex adaptive system where everyone must act independently.\u201d\u00a0<\/p>\n\n\n\n

The shortcomings of heroic leadership, which can be masked by short-term successes and grand narratives,\u00a0ultimately reveal\u00a0its unsustainable nature. Even celebrated figures often create over-dependency on a single individual, limiting the adaptability and operational efficacy necessary in today\u2019s business environment. Ultimately, \u201cheroic leadership is self-defeating because, the more heroic it is, the more it widens the gap between dependency and empowerment.\u201d\u00a0The path forward lies in embracing post-heroic leadership\u2014an approach that leverages vision, innovation, and expertise while empowering teams, fostering collaboration, and building sustainable, adaptive systems capable of thriving in the face of uncertainty.\u00a0<\/p>\n","post_title":"The Leadership Trap: Why Heroism Is Holding Organizations Back","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-leadership-trap-why-heroism-is-holding-organizations-back","to_ping":"","pinged":"","post_modified":"2026-02-20 06:43:29","post_modified_gmt":"2026-02-20 06:43:29","post_content_filtered":"","post_parent":0,"guid":"https:\/\/contemporaryleadership.com\/?p=9563","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":9535,"post_author":"5","post_date":"2025-12-10 04:30:31","post_date_gmt":"2025-12-10 04:30:31","post_content":"\n

Contemporary Leadership Advisors (CLA) Acquires Momentum Global HR, Expanding Its Strategic Human Capital and Operating Expertise.<\/strong><\/p>\n\n\n\n

New York, NY \u2014<\/strong> Contemporary Leadership Advisors (CLA), a leading consulting firm specializing in leadership and organizational effectiveness, announced the acquisition of Momentum Global<\/strong>, a boutique advisory firm founded by former Chief People Officers Scott Slipy<\/strong> and Suni Lobo<\/strong> that helps organizations strengthen execution through alignment of strategy, leadership, and talent practices with AI-enabled insights.<\/p>\n\n\n\n

The acquisition significantly expands CLA\u2019s operational depth, bringing in two highly accomplished HR executives with decades of experience leading global people functions across technology, healthcare, and financial services, in both public and private companies.\u00a0<\/p>\n\n\n\n

Deep Expertise from Proven Operators<\/strong><\/p>\n\n\n\n

Scott Slipy<\/a><\/strong>, who joins CLA as a Partner, has served as Chief People Officer for multiple private equity and venture backed companies and held senior HR leadership roles at UnitedHealth Group, Cisco, and Microsoft. Scott is known for integrating people practices and business strategy to sharpen organizational clarity, deepen alignment and accountability, and successfully execute against value creation plans.\u00a0<\/p>\n\n\n\n

Suni Lobo<\/strong> joins CLA as a Strategic Advisor. She has served as Chief People Officer for Gong, Marqeta, and Navis. Suni is a purpose-driven global executive known for cultivating high performing teams, aligning culture with strategy and enterprise transformation.<\/p>\n\n\n\n

Together, they bring a wealth of global experience that strengthens CLA\u2019s ability to help clients navigate complexity while expanding the firm\u2019s strategic HR advisory services and solutions.\u00a0 CLA will continue to leverage Momentum Global\u2019s partnerships in AI and workflow automation and talent and compensation market intelligence to deliver holistic solutions to our clients.<\/p>\n\n\n\n

\u201cOur clients increasingly need both leadership insight and operational know-how,\u201d said Steve Garcia, Managing Partner and Co-Founder of CLA<\/strong>. \u201cScott and Suni are hands-on executives with real-world operator experience who have partnered closely with CEOs and Executive Teams to architect and lead People Systems that deliver strategic value.\u201d<\/p>\n\n\n\n

\u201cI\u2019ve worked with many consulting partners over the years, and CLA stands out for its depth, agility, and modern approach to leadership and performance,\u201d said Scott Slipy<\/strong>. \u201cJoining forces combines CLA\u2019s world-class leadership and organizational expertise with Momentum Global HR\u2019s operational and CHRO experience. Together, we will help enterprise and private market clients translate strategic intent into leadership capability and people systems that accelerate performance and deliver committed objectives.\"<\/p>\n\n\n\n

About Contemporary Leadership Advisors (CLA)<\/strong><\/p>\n\n\n\n

Contemporary Leadership Advisors (CLA) helps leaders and enterprises thrive in today\u2019s fast-paced, complex business landscape. The firm integrates business expertise and behavioral science to assess leaders, develop teams, build cultures, and design organizations that can adapt and excel in a contemporary world. CLA serves Fortune 500 companies, global nonprofits, and leading private equity firms.<\/p>\n\n\n\n

Media Contact:<\/strong><\/p>\n\n\n\n

Luke Twomey<\/p>\n\n\n\n

ltwomey@cladvisors.com<\/p>\n\n\n\n

973.580.1671<\/p>\n\n\n\n

<\/p>\n","post_title":"Contemporary Leadership Advisors (CLA) Acquires Momentum Global HR, Expanding Its Strategic Human Capital and Operating Expertise.","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"cla-acquires-momentum-global-hr","to_ping":"","pinged":"","post_modified":"2026-01-08 19:06:44","post_modified_gmt":"2026-01-08 19:06:44","post_content_filtered":"","post_parent":0,"guid":"https:\/\/contemporaryleadership.com\/?p=9535","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":4435,"post_author":"6","post_date":"2023-12-11 20:27:52","post_date_gmt":"2023-12-11 20:27:52","post_content":"

Using network analysis, we recently measured employees\u2019 tendency to connect with others based on race, ethnicity and gender. As it turns out, people are more likely to form relationships with those who are like them (e.g., assortativity based on race = .202, indicating a moderate tendency for people to connect with others of similar backgrounds). This finding isn't too surprising. After all, it\u2019s easier to connect with those with whom we share something in common. That\u2019s why when we first meet someone, we ask questions like, \u201cWhat do you do for work?\u201d, \u201cWhere do you live?\u201d, and \u201cDo you have kids?\u201d We\u2019re looking for a basis to connect.<\/p>\r\n

The good news is that similarity fosters connection and builds trust. The bad news is that it can lead to situations where everyone looks, thinks, and acts the same, resulting in fragility, little innovation and barriers for people from underrepresented groups. That\u2019s one reason we\u2019re fans of diversity, equity and inclusion efforts.<\/p>\r\n $\"\"$ \r\n

So, what\u2019s the key takeaway? We can\u2019t be passive. As leaders we need be intentional about how we foster networks within our organizations and beyond.<\/p>\r\n\r\n

\r\n \t
Embrace strategies that encourage diverse connections<\/li>\r\n \t
Create opportunities for different groups to interact and collaborate<\/li>\r\n \t

Be conscious of the natural tendencies in networking, and guide your teams to build bridges across different groups<\/li>\r\n<\/ul>\r\n
By doing so, we can unlock the true potential of our workforce, fostering an environment of creativity, understanding, and inclusivity. Let's make our informal networks as diverse and vibrant as our organizational goals!<\/p>","post_title":"Are We All Birds of a Feather? And, if So, What Are the Implications?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"leaders-need-be-intentional-about-how-they-foster-networks-within-our-organizations","to_ping":"","pinged":"","post_modified":"2023-12-12 14:30:48","post_modified_gmt":"2023-12-12 14:30:48","post_content_filtered":"","post_parent":0,"guid":"https:\/\/contemporaryleadership.com\/?p=4435","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3853,"post_author":"5","post_date":"2023-02-21 14:16:33","post_date_gmt":"2023-02-21 14:16:33","post_content":"A lot has been said about the value of leaders displaying vulnerability. Leaders who share personal challenges and shortcomings with their colleagues leave themselves room for growth and create space for others to fill in gaps. Exposing vulnerability also builds employee loyalty as people feel more connected to individuals they believe they \u201cknow.\u201d \u00a0For many leaders, then, vulnerability is a superpower that can lead to greater employee engagement and collaboration (Murphy, 2019). One thing that is rarely talked about, however, is that sharing these same vulnerabilities that bring value can also present risk <\/em>for leaders from disadvantaged populations, such as women and people of color.\r\n\r\nWe know, for example, that there are \u201cshifting standards\u201d for individuals based on historical stereotypes. It takes less evidence for most people to \u201cdetermine\u201d that a Black man vs. a white man is aggressive, for example, based on stereotypes \u00a0(Biernat & Manis, 1994). A Black male leader, therefore, may risk more by exposing vulnerability in a story about frustration. Similarly, when male leaders make a mistake, they are seen as unlucky (Swim et al., 2016). \u00a0When female leaders make the same<\/em> mistake, their leadership and competence are called into question (Brescoll et al., 2010). Indeed, leaders from historically disadvantaged populations bear a greater risk of reprisals when they falter, speak up, or buck the status quo (Rudman & Phelan, 2008).\r\n\r\nLeaders from disadvantaged populations are also still largely underrepresented in many companies. As a result, these leaders may feel compelled to succeed as the sole representative of their population. There is also greater pressure to assimilate for the minority group than the majority group. Exposing a difference in preference for a majority group leader may elevate them in the eyes of their colleagues, but the same difference may serve to deepen the notion that a leader of color, for example, is \u201cother.\u201d\r\n\r\nNone of this is to say that leaders from disadvantaged populations cannot or should not demonstrate vulnerability. Instead, people in these groups may have to devote more energy and resources toward determining where and what to share. With that said, in an increasingly diverse workforce, these leaders also have a unique opportunity to role model vulnerability and show its value to those who do not often see themselves reflected in leadership.\r\n\r\nThere is no doubt that strategic vulnerability can be an asset, and it is to the benefit of organizations for all employees to feel they can contribute freely. In fact, an organization\u2019s employee diversity enhances financial performance because<\/em> of this confluence of diverse thought (McKinsey, 2020). \u00a0Yet it is the organization\u2019s responsibility to uplift those in the minority and to build and reward inclusion. By equipping all employees to support a culture of equity and inclusion, organizations create space where employees share their true selves, and thus make their most impactful contributions.\r\n\r\n \r\n\r\nReferences\r\n\r\nBrescoll, V. L., Dawson, E., & Uhlmann, E. L. (2010). Hard won and easily lost: The fragile status of leaders in gender-stereotype-incongruent occupations.\u00a0Psychological Science<\/em>.\r\n\r\nDixon-Fyle, S., Dolan, K., Hunt, D., & Prince, S. (2020). Diversity wins: How inclusion matters. Mckinsey & Company.<\/em>\r\n\r\nEagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders.\u00a0Psychological review<\/em>.\r\n\r\nMurphy, M. (2019). \u201cThis Study Shows The Huge Benefits When Leaders Are Vulnerable.\u201d Forbes.<\/em>\r\n\r\nRudman, L. A., & Phelan, J. E. (2008). Backlash effects for disconfirming gender stereotypes in organizations.\u00a0Research in organizational behavior<\/em>.\r\n\r\nSwim, J. K., & Sanna, L. J. (1996). He's skilled, she's lucky: A meta-analysis of observers' attributions for women's and men's successes and failures.\u00a0Personality and Social Psychology Bulletin<\/em>.\r\n\r\n \r\n\r\n ","post_title":"Advantage or Risk: Displaying Vulnerability as a Leader from a Disadvantaged Population","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"advantage-or-risk-displaying-vulnerability-as-a-leader-from-a-disadvantaged-population","to_ping":"","pinged":"","post_modified":"2023-02-21 14:16:33","post_modified_gmt":"2023-02-21 14:16:33","post_content_filtered":"","post_parent":0,"guid":"https:\/\/contemporaryleadership.com\/?p=3853","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3804,"post_author":"5","post_date":"2023-01-12 23:29:46","post_date_gmt":"2023-01-12 23:29:46","post_content":"A long history of research has shown that employees who have favorable onboarding experiences are more engaged, better networked, and able to contribute faster in their roles^{1<\/sup>.\r\n\r\nBut there\u2019s another more pressing reason why organizations should be investing in their onboarding - the rising rate of quick quitting. ^{\u00a0<\/sup>A recent study by LinkedIn found that the Short Tenure Rate (STR) is up nearly 10% since last March, which means that more and more people are quitting their jobs quickly (i.e., within the first year) than in recent memory^{2<\/sup>.\r\n\r\nIn a world that values job security less and less, organizations that double down on onboarding will be better positioned to retain their talent. But building an effective onboarding program is no small feat. We apply the following twelve practices to design onboarding experiences that meet the needs of both new hires and the business.\r\n\r\n\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\nReferences<\/em>\r\n}}}
\r\n \t
Davila, N., & Pina-Ramirez, W. (2018).\u00a0Effective onboarding. American Society for Training and Development.<\/em><\/li>\r\n \t
, George (2022). Forget \u2018quiet quitting\u2019 \u2014 many workers are still outright quitting their jobs as quickly as possible. LinkedIn<\/em><\/li>\r\n<\/ol>","post_title":"Why Organizations Should be Doubling Down on Onboarding","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"why-organizations-should-be-doubling-down-on-onboarding","to_ping":"","pinged":"","post_modified":"2023-01-13 19:37:32","post_modified_gmt":"2023-01-13 19:37:32","post_content_filtered":"","post_parent":0,"guid":"https:\/\/contemporaryleadership.com\/?p=3804","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3450,"post_author":"6","post_date":"2022-09-01 20:17:14","post_date_gmt":"2022-09-01 20:17:14","post_content":"
The team at Contemporary Leadership Advisors (CLA) is pleased to announce the addition of Natalie Baumgartner as a new partner. We have also formed an exciting new partnership with Achievers, an industry-leading employee experience software platform. This partnership will provide clients with a unique set of tools and resources to help organizations activate a tech-enabled employee experience for increasing retention and engagement.<\/p>\r\n
The addition of Natalie, and her depth of experience, as well as our new partnership with Achievers puts CLA in an even stronger position to fulfil our mission to help provide unique, forward-thinking solutions leaders can use to overcome the challenges of managing business and personnel amidst a rapidly evolving business landscape.<\/p>\r\n
Natalie, who currently holds a joint position as Chief Workforce Scientist with Achievers, brings years of culture thought leadership experience to CLA with keen insight into the depth and breadth of the employee experience. She graduated from UCLA and the University of Denver with a PhD in Clinical Psychology, with a specialization in Strength-Based Psychology, and received her undergraduate degree in psychology from the University of Wisconsin, Madison.<\/p>\r\n
She serves on several boards and has long advised senior executives on issues related to culture and engagement. Natalie is a regular contributor to Forbes and Harvard Business Review.<\/p>\r\n
Achievers\u2019 employee voice and recognition solutions bring the values and strategy of a company to life by activating employee participation and accelerating a culture of performance. They leverage the science behind behavior change, so talent and organizations can experience sustainable, data-driven business results.<\/p>\r\n
\u201cAt Achievers, our mission is to change the way the world works, and we are deeply committed to activating this for our customers through applied research and innovation,\u201d said Jeff Cates, CEO, Achievers. \u201cOur research has identified that when employees feel a sense of belonging \u2013 which is based on an experience of connection, security, and community \u2013 organizations see a positive impact on retention and engagement. Belonging is proving to be a critical driver of business performance, and CLA, along with its own research, will expand our understanding of the broader impact of leadership behaviors when developing a culture of belonging.\u201d<\/p>\r\n
Together, Natalie, Achievers, and the entire CLA team are committed to mobilizing research and the science of belonging to make an empowering connection amidst the unpredictability of the great resignation, a potential global recession, and a growing digital divide.<\/p>\r\n
View Natalie\u2019s full bio here<\/a>. Learn more about Achievers here<\/a>.<\/p>","post_title":"CLA Welcomes New Partner & Partnership","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"cla-welcomes-new-partner-partnership","to_ping":"","pinged":"","post_modified":"2022-09-01 20:20:05","post_modified_gmt":"2022-09-01 20:20:05","post_content_filtered":"","post_parent":0,"guid":"https:\/\/contemporaryleadership.com\/?p=3450","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3420,"post_author":"6","post_date":"2022-07-26 13:29:35","post_date_gmt":"2022-07-26 13:29:35","post_content":"I read a post from my friend Chris Ernst a while back titled, \"What Thomas Edison Knew About Innovation Networks.\" \u00a0While revising the article recently it reminded me\u00a0of work we've done helping companies increase innovation\u00a0by mapping and analyzing their informal networks. \u00a0As organizations\u00a0create\u00a0matrix structures, form\u00a0virtual teams, forge alliances, and outsource functions, they increasingly put\u00a0their faith in networks of relationships to get things done.\r\n\r\nThese relationship networks (i.e. who works with who, who gravitates to who, who interacts with who, etc.) are\u00a0critical to successful innovation. \u00a0This makes intuitive\u00a0sense when you think about it. \u00a0Innovation is fundamentally about connections. It's about bringing together pieces of disparate information to spark a new insight. According to Dr. Mike Addison, Section Head for Corporate R&D at Procter and Gamble, \"Innovation is all about making new connections. Most breakthrough innovation is about combining knowledge in new ways or bringing an idea from one domain to another.\" Or, as described by legendary innovator Steve Jobs, \"Creativity is just connecting things.\"\r\n\r\nUsing organizational network analysis (ONA), you\u00a0can chart a company's informal network--the ways in which people work together to solve problems and make decisions--to understand how innovation really happens. \u00a0What we've found\u00a0is that a company's innovation network typically falls into\u00a0one of four types: Exploring, Producing, Hesitating, and Winning\u00a0(see figure 1).\r\n
Figure 1: Types of Innovation Networks<\/p>\r\n $\"\"$ \r\n\r\nCompanies with a loosely coupled network in which\u00a0connections cross\u00a0functional silos and geographic boundaries have an\u00a0Exploring innovation network\u00a0(Quadrant 1 in Figure 1). This type of innovation network generates great ideas because members\u00a0have access to all sorts of new and different information as a basis for creativity. \u00a0At the same time, these same networks struggle to commercialize their\u00a0ideas because network members don't have the cohesiveness network needed\u00a0to effectively execute. \u00a0In contrast, companies with a tightly-knit, centralized group of innovators with few external relationships have a Producing innovation network (Quadrant 3). Their 'group think' makes them very good\u00a0at execution but the lack of outside\u00a0connections means members struggle to\u00a0think outside the box. \u00a0As a result, these networks typically produce lots of me too products.\r\n\r\nAny company focused on real\u00a0innovation wants to be in Quadrant 2. Quadrant 2 depicts a\u00a0Winning innovation network. This innovation network incorporates the best of both worlds: external connections that provide access to the new and novel information needed for creativity as well as a close-knit core group that can effectively commercialize ideas. \u00a0The result is a steady stream of innovation products and services that impacts the top and bottom line.\r\n\r\nBy analyzing\u00a0their organizational\u00a0network, companies can understand which type of innovation network they have and determine what they might need to do\u00a0to restructure it.\u00a0 Thus, when building innovation capabilities\u00a0the old adage is true, \"It's not what you know, but who you know that matters.\"","post_title":"Which Type of Innovation Network Does Your Company Have?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"which-type-of-innovation-network-does-your-company-have","to_ping":"","pinged":"","post_modified":"2022-07-26 13:33:38","post_modified_gmt":"2022-07-26 13:33:38","post_content_filtered":"","post_parent":0,"guid":"https:\/\/contemporaryleadership.com\/?p=3420","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"post_count":7,"current_post":-1,"before_loop":true,"in_the_loop":false,"post":{"ID":9563,"post_author":"15","post_date":"2026-02-20 06:15:00","post_date_gmt":"2026-02-20 06:15:00","post_content":"\n
The allure of the heroic leader, a visionary figure who single-handedly steers an organization to success, is deeply ingrained in the corporate world. Yet, even among heroic-style leaders who clearly achieve impressive results, there are inherent downsides to this form of leadership. High-profile failures of those like Adam Neumann at WeWork and Elizabeth Holmes at Theranos further underscore the dangers of this outdated model. The reality is that in today\u2019s increasingly complex business landscape, where the imperative to innovate is accompanied by myriad essential priorities, organizations require leadership approaches that prioritize collaboration and adaptability. <\/p>\n\n\n\n
Some truly remarkable heroic leaders have captured the\u00a0public\u00a0imagination with bold visions and transformative initiatives, but their leadership styles tend to be centered around their personal influence and decision-making. This can come at the expense of cultivating sustainable organizational systems. For example, Howard Schultz, who helped revolutionize the coffee industry, has had to serve as Starbucks CEO three\u00a0different times, with his repeated returns to the role reflecting an organizational culture overly reliant on his leadership. Similarly, even though Elon Musk has been instrumental in Tesla\u2019s success, he has a tendency to micromanage and make controversial unilateral decisions, even claiming that he sleeps on the assembly line floor during production crises and expects his workers do the same.\u00a0This domineering approach, coupled with a tendency towards sweeping changes like mass layoffs, have notably led to resignations by many of the company\u2019s leading executives.\u00a0<\/p>\n\n\n\n
The pitfalls to heroic leadership can be especially pronounced, as epitomized by Neumann\u2019s rise and fall at WeWork. By positioning himself as the irreplaceable visionary, Neumann built a culture of dependency that\u00a0ultimately destabilized\u00a0the company. His\u00a0centralized authority and excessive ego alienated stakeholders, leading to a failed IPO and a dramatic valuation\u00a0collapse.\u00a0Similarly, Holmes cultivated a mythos of personal brilliance that stifled dissent and collaboration at Theranos. Her fixation on secrecy and top-down control as she falsely claimed to have revolutionized blood testing created an \u201cethical tragedy.\u201d\u00a0The lesson is clear: \u201cNo matter how charismatic, a leader\u2019s heroism is inherently disempowering. It creates a culture of dependence. And\u00a0that\u2019s\u00a0fatal in a company striving to become a complex adaptive system where everyone must act independently.\u201d\u00a0<\/p>\n\n\n\n
The shortcomings of heroic leadership, which can be masked by short-term successes and grand narratives,\u00a0ultimately reveal\u00a0its unsustainable nature. Even celebrated figures often create over-dependency on a single individual, limiting the adaptability and operational efficacy necessary in today\u2019s business environment. Ultimately, \u201cheroic leadership is self-defeating because, the more heroic it is, the more it widens the gap between dependency and empowerment.\u201d\u00a0The path forward lies in embracing post-heroic leadership\u2014an approach that leverages vision, innovation, and expertise while empowering teams, fostering collaboration, and building sustainable, adaptive systems capable of thriving in the face of uncertainty.\u00a0<\/p>\n","post_title":"The Leadership Trap: Why Heroism Is Holding Organizations Back","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"the-leadership-trap-why-heroism-is-holding-organizations-back","to_ping":"","pinged":"","post_modified":"2026-02-20 06:43:29","post_modified_gmt":"2026-02-20 06:43:29","post_content_filtered":"","post_parent":0,"guid":"https:\/\/contemporaryleadership.com\/?p=9563","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},"comment_count":0,"current_comment":-1,"found_posts":21,"max_num_pages":3,"max_num_comment_pages":0,"is_single":false,"is_preview":false,"is_page":false,"is_archive":false,"is_date":false,"is_year":false,"is_month":false,"is_day":false,"is_time":false,"is_author":false,"is_category":false,"is_tag":false,"is_tax":false,"is_search":false,"is_feed":false,"is_comment_feed":false,"is_trackback":false,"is_home":true,"is_privacy_policy":false,"is_404":false,"is_embed":false,"is_paged":false,"is_admin":false,"is_attachment":false,"is_singular":false,"is_robots":false,"is_favicon":false,"is_posts_page":true,"is_post_type_archive":false,"thumbnails_cached":false}