Previously published as: Handbook of Business Strategy
Online from: 2007
Subject Area: Strategy
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|Title:||Overachieving leaders: when an “A” is not good enough|
|Author(s):||Barbara Kaufman, (President of the ROI Consulting Group, Inc, Rancho Mirage, California, USA)|
|Citation:||Barbara Kaufman, (2012) "Overachieving leaders: when an “A” is not good enough", Business Strategy Series, Vol. 13 Iss: 2, pp.70 - 74|
|Keywords:||Leadership, Management, Overachiever, Professional development, Strategy, Success, Trust|
|DOI:||10.1108/17515631211220896 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to explore the negative consequences of excessive overachieving behavior on leaders, their peers, their subordinates and the organization. Readers will learn to recognize overachiever behaviors and develop the skills to channel that behavior more effectively.
Design/methodology/approach – Illustrate the consequences of overachievers through research and real-word examples and offer practical suggestions that overachievers can utilize to maximize their potential for success.
Findings – When organizations learn to recognize when overachieving behaviors are strengths and when they become an Achilles heel, organizations create healthier environments, which allow a greater number of employees to succeed in achieving organizational goals.
Practical implications – Our society is producing more overachievers than ever before which conflicts with the changing business environment that requires more innovation and collaboration for better decision making.
Originality/value – Overachievers are a tremendous asset to an organization when, and only when, the dark side of overachieving behavior is recognized, understood and managed appropriately.
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