When Leadership Goes Wrong: Destructive Leadership, Mistakes and Ethical Failures
- 11h 4m
- Birgit Schyns, Tiffany Hansbrough (eds)
- Information Age Publishing
- 2010
The leadership landscape has begun to shift. Researchers have started to realize that previous conceptualizations of leadership that focus only on the positive aspects of leadership are too narrow and may represent a romantic notion of leadership. A growing body of inquiry has emerged with a focus on the darker side of leadership. Allowing for the possibility that leaders can also do harm, either intentionally or unintentionally, broadens the scope of leadership studies and serves to increase the practical implications of leadership research. This book brings together contributions by scholars from several different countries addressing topics such as narcissistic and destructive leadership, ethical leadership and leader errors.
About the Editors
Birgit Schyns is reader in organisational behavior at Portsmouth Business School. Her research interest focuses mainly on leadership, especially interactional theories such as leader-member exchange, as well as the perception of leadership and implicit leadership theories. Also, she is interested in career psychology. Birgit holds a master’s (Diplom) degree from the Friedrich-Wilhelms University, Bonn and a PhD (Dr. rer. nat.) from the University of Leipzig, both Germany. In the 4 years prior to moving to the United Kingdom in 2006, Birgit has been an assistant professor at Tilburg University and the University of Twente, both in The Netherlands. Her work has been published, among others, in Journal of Vocational Behavior, Leadership, Applied Psychology: An International Review. She has coedited several special issues and a book on implicit leadership theories. Birgit is an associate editor for the European Journal of Work and Organizational Psychology and British Journal of Management, and is a member of several editorial boards. Contact: University of Portsmouth, Portsmouth Business School, Portsmouth, United Kingdom.
Tiffany Hansbrough is the director of the David Brain Leadership and Organizational Leadership Programs at Baldwin-Wallace College. She holds a PhD in organizational behavior from the State University of New York at Buffalo and has served as a faculty member at The Jepson School of Leadership Studies at the University of Richmond, Purdue University, and Arkansas State University. Her research focuses on implicit leader- ship theories, leader-follower relationships and level of analysis issues and has appeared in The Leadership Quarterly, Human Relations, Organizational Research Methods and Leadership and Organizational Development Journal. Contact: David Brain Leadership Program, Baldwin-Wallace College, Berea, Ohio, United States.
In this Book
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When Leadership Goes Wrong—Destructive Leadership, Mistakes, and Ethical Failures
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Preface
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Overview
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Goal Setting As an Antecedent of Destructive Leader Behaviors
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Destructive Leadership—The Role of Cognitive Processes
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The Environment of Destructive Leadership
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Understanding the Causes of Destructive Leadership Behavior—A Dual-Process Model
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Ignoring The Signposts—A Process Perspective of Unethical and Destructive Leadership
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The Nature, Prevalence, And Outcomes Of Destructive Leadership—A Behavioral and Conglomerate Approach
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Making Sense of Abusive Leadership—The Experiences of Young Workers
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Explaining Hostile Actions—Integrating Theories of Abusive Supervision and Conflict Asymmetry
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Negative Emotion- Positive Outcomes—A Study of Construction Project Managers
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The Corporate Reflecting Pool—Antecedents and Consequences of Narcissism in Executives
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Tango in The Dark—The Interplay of Leader’s and Follower’s Level of Self-Construal and its Impact on Ethical Behavior in Organizations
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Leadership Corruption—Influence Factors, Process, and Prevention
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Leaders’ Personal Experience and Response to Failure—A Theoretical Framework and Initial Test
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The Paradoxical Role of Moral Reasoning In Ethical Failures In Leadership
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Understanding the Antecedents of Unintentional Leader Errors—A Multilevel Perspective
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To Err Is Human, To Lead Is Divine?—The Role of Leaders in Learning From Workplace Mistakes
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Academic Leadership—The Effect of Leader-Follower Incongruence and Cognitive Processes on Perceptions of Leader Adversity
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Heroic Illusions—How Implicit Leadership Theories Shape Follower Attributions About Poor Leader Performance
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