As I have argued frequently in this book, management research tends to neglect really important issues. It turns us into experts on trivial issues who explore unimportant relationships between insignificant variables. Researchers focus on either the blindingly obvious or the deservedly obscure. In Chapter 7, I discussed the extent of this problem in leadership studies. ‘Gaps’ that no one has ever noticed and no one cares about are ‘filled’. Much of this research, as I argued in Chapter 6, is written in impenetrable jargon and overloaded with references to the work of philosophers, preferably obscure ones, all to disguise the insignificance of what is going on. The authors of such work seem to revel in their inability to express themselves in the English language. Clarity, simplicity and meaning are mortal foes, to be put to the sword in every sentence.