Effective leadership requires deep self-awareness and psychological understanding, not just strategic skills and technical knowledge. We can, and should, better prepare prospective leaders for their exceptional responsibilities by educating them to be psychodynamically minded—capable of introspection and self-reflection, attuned to unconscious as well as conscious feelings and motivations, and able to recognize empathy and care for others as strengths.

The massacre in Lewiston Maine is not just the heinous cowardly act of one man with a gun, but symptomatic of a broken society.

Fraud is a crime of relationships. It involves dishonesty, deception, betrayals of trust and abuses of power. This article elaborates the complex psychodynamics in fraud matters and delineates psychologically sophisticated tools for actionably leveraging psychodynamic intelligence.

How does an organization achieve the goal of high-performing governance? Transformational change doesn’t just happen. It takes strategic vision, planning, and huge reserves of commitment, fortitude, and hard work from all the institutional stakeholders.

Ruth Ben-Ghiat Interviews Alexander Stein on the Psychology of Fraudsters and Power Abusers

Why do enterprise leaders and institutional stakeholders reject expert help even when there’s clear need and benefit? Here’s what every leader needs to know.

We are confounded by CEOs who seem hell-bent on acting (or have already acted) against their interest: what causes these situations? Are they ever preventable? And perhaps most importantly to practitioners, what can be done to contain the damage or put the train back on track?