In medicine and, for that matter, other disciplines such as engineering, we demand expertise and try as best we can to assess whether or not people know what they are doing and talking about. In leadership, a good story coupled with enough self-assurance is often sufficient.
Therefore, in the domain of leadership development, where interventions as frequently measured by their entertainment value and with no science or knowledge of relevant behavioral science is invariably required, people, not surprisingly, make stuff up, selectively report, and tell lovely stories that frequently have little relationship to reality.
Author: Jeffrey Pfeffer
Subjects: Expertise, Human Resources, Leadership, Management, Organizational Behavior