Beyond the Leader-as-Hero: The ACE Framework for Leader Success Dr Michael Walton Centre for Leadership Studies, University of Exeter Business Leadership Review IV:II www.mbaworld.com/blr April 2007 Page 1 of 9 © 2007 Association of MBAs Beyond the Leader-as-Hero: The ACE Framework for Leader Success Dr Michael Walton Centre for Leadership Studies, University of Exeter 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 work i 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. The Leader as Hero: A continuing illusion? In spite of a backlash in recent years about celebrity leadership - following the misdemeanors of hitherto 'heroic' leaders such as Jean-Marie Messier of Vivendi or Jeffrey Skilling at Enron for example - the love affair with the big personality leader appears to remain alive and well. I am thinking here of the high profile corporate executive positioned as leading from the front and on whom others are encouraged to depend for salvation and future success. Perhaps the appeal is akin to an addiction rather like smoking, or continuing to eat too much chocolate even when you know it is bad for you. Maybe it's the result of a heady intoxification that comes from consuming too much undiluted narcissistic spirit. Maybe it is in our genes and about the psychology of the leader as an alpha male. ii Whatever the reasons, I deduce from my consulting experiences, readings and this research that an overemphasis on the personality characteristics of the leader can relegate significant contextual features - important to consider in examining the bases for leader success - to the background, and fuel unrealistic expectations of a leader's performance from those around them. Worse still the leader may come to believe unreservedly their own publicity as Maccoby iii amongst others has noted with, at times, disastrous results. Indeed much of the literature about leadership presupposes executive success almost irrespective of the situation a leader inherits on their appointment. Constraining factors - such as the wider business conditions, predecessor performance, the 'figures', inherited company reputation and standing, and competitor performance - are all too often neglected or relegated