Self-deception and self-betrayal have profound impacts on leadership and organizational dynamics. Leaders who are self-deceived fail to see their contributions to problems, often blaming external factors or others. Bud explains, 'Self-deception — being in the box — is the problem I was talking about. Of all the problems in organizations, self-deception is the most common, and the most damaging.' This insight underscores the importance of addressing self-deception to build healthier, more productive workplace relationships. | The Arbinger Institute | Leadership and Self-Deception

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Leadership

Impact on Leadership and Organizations

Self-deception and self-betrayal have profound impacts on leadership and organizational dynamics. Leaders who are self-deceived fail to see their contributions to problems, often blaming external factors or others. Bud explains, 'Self-deception — being in the box — is the problem I was talking about. Of all the problems in organizations, self-deception is the most common, and the most damaging.' This insight underscores the importance of addressing self-deception to build healthier, more productive workplace relationships.

-- The Arbinger Institute