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Listening to the first part of the talk made me think of President Nixon and Watergate and how the ensuing scandal could be attributed to dark leadership from Nixon and his immediate aides, Bob Haldeman and John Ehrlichman. By undertaking the coverup of the Watergate break-ins Nixon prioritised his own re-election and ongoing presidency over the integrity of the executive branch of the US government. The pressure put on Elliott Richardson and Archibald Cox in the justice department, culminating in their resignation and dismissal respectively, also highlights the risks of political appointment in bodies responsible for law enforcement and litigation when corruption and dark leadership come into play.

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I echo Natasha's comments about TATA, they seem the perfect bridge between our public sector organisations and commercial industry. The sentiment of being a part of the problem or part of the solution has underpinned many difficult decisions in my career and I intend to continue using it as an internal compass for a long time yet! The characteristics of dark leaders were startling to see so clearly on a slide and I was immediately able to relate them to characters in my past (and more worryingly my present!). It was interesting to think through our perceptions of individuals and how we can be 'blinded' to dark leadership in the moment, yet on reflection see it so clearly. In the right circumstances, I have found dark leaders to be incredibly effective in the short term, but their lifespan of net benefit is certainly short.

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What do you believe influences what drives a leader? Clearly the goals and drivers of the Tata leaders are incredibly far removed from the drivers of many big private corporations for whom it seems money and growth is the only objective. How can this be changed- how can leaders be influenced to prioritise the health and prosperity of communities and the planet over their own unnecessarily large bank balances?

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You mentioned that the reasons people follow dark leaders are herd instinct, charisma and need to believe in someone/something. Can we prevent people following dark leaders or change it once they are? It seems to me that unfortunately there will always be dark leaders in existence. However, as you said that they are never alone, if we are able to dissuade people from following them then they would not be able to exert such (if any) dark influence.

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When you spoke about the programming in the brain that supports us to choose ethical behaviours (due to the oxytocin this produces), I wondered whether those who are dark leaders would still experience these same feelings when displaying behaviours that the majority might describe as unethical? If these dark leaders believe that what they are doing is for the greater good, will they still experience the same increase in oxytocin, leaving them feeling happy with what they are doing? I'm just wondering whether oxytocin is affected by our own sense of moral compass and therefore influenced by our own schemas about the world / belief systems as opposed to what would be considered as ethical / moral by most of the population?

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Whilst describing ethics you spoke about Deontology where you gave an example of right and wrong behaviours. In the example where the 3 sons each carried out the same behaviour but where each had a different reason driving their behaviour, I wanted to ask why the motive driving the behaviour is important when the behaviour carried out by each son was the same and so could all be considered morally to be the 'right' one (when the actions are looked at objectively)?

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Do you believe it is possible to shift organisational cultures from the bottom up? Do you have any examples where this has happened / been successful?

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What role do you think leadership played in the failings outlined in the first part of the presentation (e.g. Gosport War Memorial hospital, Oxfam, Facebook etc.)?  What should leaders have done differently? Can you think about other examples (also from your direct experience)? 

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What role do you think leadership played in the failings outlined in the first part of the presentation (e.g. Gosport War Memorial hospital, Oxfam, Facebook etc.)?  What should leaders have done differently? Can you think about other examples (also from your direct experience)? 

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What advice or Top tips would you give to people like me who are working within public Health settings or within healthcare settings who are passionate about wanting to drive a cultural change within our organisations?

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I loved the presentation, it was so thought provoking on many levels, however my favourite part was where you spoke about the TATA family and the company culture / values that underpin their organisations. It was so refreshing to hear about a large scale, highly profitable organisation which has the fundamental principles to bring about improvements in the economy by investing in people and giving back to communities - it was so inspiring to hear about this and it provides hope for me that this way of thinking and leading can bring about positive, sustainable long-term change. I particularly loved the question 'Are you going to be part of the problem or the solution?'.. very powerful - I want to go and work for TATA, ha!