Breaking the Cycle: A Response to “The Impact of Self-Deception on Leader Effectiveness”

  • Chris Langford


In their article “The Impact of Self-Deception on Leader Effectiveness,” Dr. Lane Cohee and Dr. Sam Voorhies apply a biblical perspective to the self-deception that often occurs in leadership and its many challenges to leader effectiveness. The authors propose leader self-deception follows an insidious life cycle that is fueled by a false success narrative that brings corruption and ultimately harms both the individual and the organization. The framework developed in the article is useful for exploring this important construct and the actions leaders should consider when desiring to overcome this impediment to personal and professional effectiveness. This response provides a critique of their article and considers potential areas for future exploration.

Dialogue I