Heute • 46 Min.

• Why ethical people often hesitate to take on power, leaving a dangerous vacuum • The “dirty hands effect” — why no leadership decision stays perfectly clean • Reluctant leaders in history: President Garfield and Desmond Tutu • What the Stanford Prison Experiment reveals about who's drawn to power • Narcissism, confidence, and why organisations often reward the wrong traits • Resume virtues vs. eulogy virtues — the deeper motivation for leading well • Robert Greenleaf’s servant leadership as the healthiest reason to take power Vinay and Paul examine why so many good, grounded people avoid positions of power, leaving a vacuum that's often filled by the overconfident or narcissistic instead. They unpack the “dirty hands effect” — the impossibility of leading without some decisions looking wrong from someone's vantage point — through stories of reluctant leaders like President Garfield and Desmond Tutu, and revisit the Stanford Prison Experiment to show how the mere framing of an opportunity attracts more aggressive personalities. They close with a case for “eulogy virtues” over “resume virtues,” and Robert Greenleaf's concept of servant leadership, as the healthiest motivation for accepting power's burden.