Beyond the leader-as-hero: the ACE framework for leader success

Abstract

Too much belief in the leader-as-hero generates unrealistic expectations of senior executives and neglects significant variables which underpin leader performance and effectiveness. Based on a study of consulting assignments with senior executives, this article introduces a framework that can be used to assess the likelihood of leader success or dysfunction in specific situations. The article draws on recent field worki to suggest that leadership success is more likely if there is congruence between the leader's psychological make-up and predispositions, the internal 'state' of the organisation, and the external forces acting on that organisation.