Comments on an article from the Academy of Management Learning and Education, 2002, vol. 1, No.2, 164-173

This article illustrates an example, from the world of academia, of how power changes us. Although the example is from the college campus, a version of “dean’s disease” (let us call it “boss’s disease”) certainly occurs in the business world as well. This example is even more broadly applicable to people in power. Sophocles even noted that “the exercise of power often produces strong psychological changes in people.”

Over time, a Dean’s (Boss’s, or powerful person’s) ability to communicate with others (especially those with less power) lessens due to a sense of superiority, and then often continues due to a lack of a system of strong checks and balances. “Yes” men and women foster this and group think is definitely a danger. Over time, people in power often come to believe that they are ‘special’ and deserve more than other people and are somehow ‘above’ others. Gary Loveman, of Harrah’s, has some great advice that he uses to help guard against this type of ego inflation: he said “I try to remind myself that this is not about me. It’s not about any great affection anyone has for me. It’s the position. I don’t really deserve this. I just happen to have it right now.”

An important leadership lesson to be gleaned: good leaders learn how to keep their egos intact and guard against ego inflation by making sure there are systemic checks and balances to allow people to disagree, be involved in decision making and effectively communicate with the leader. Get comfortable with letting your feathers be ruffled, don’t surround yourself with “yes” men and women, don’t fall victim to the flavor of group think known as “Dean’s Disease”