If an abusive management style provides so little benefit, then why do so many abusive managers and bosses rise in organizations? Leaders tend to emerge organically, and common traits of those who assume the role include boldness, a healthy ego and a sense of entitlement. Confidence, too: People who take charge in these simulations tend to be decisive, making calls from the gut, and quickly. Rather, they were perceived to be more correct, and the decision maker seemed more morally assured than other potential leaders. As these individuals rise through the ranks, they internalize the belief that they are natural, morally instinctual leaders.

Source: New York Times February 26, 2019 21:17 UTC