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Bad leadership: what it is, how it happens, why it matters

https://doi.org/10.5860/choice.42-4743
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Exercising Leadership: The Prospects of Social Entrepreneurship and High Impact Philanthropy (HSG 2004)
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Value Driven Leading: A Management Approach
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Personal Strategy as Driver of Leader Behaviour: An Exploratory Conceptual Framework
inferred← citeshttps://doi.org/10.2139/ssrn.4776262openalex-extracted
Toxic Leadership in Behavioral Terms
inferred← citeshttps://doi.org/10.2139/ssrn.739705openalex-extracted
Allophilia and Intergroup Leadership
inferred← citeshttps://doi.org/10.2139/ssrn.890687openalex-extracted
inferred← citeshttps://doi.org/10.1002/9780470561119.socpsy002031openalex-snapshot
Influence and Leadership
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When Leaders are Bullies
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Destructive Forms of Leadership and Their Relationships with Employee Well‐Being
inferred← citeshttps://doi.org/10.1002/9781444343120.ch15openalex-snapshot
Leadership
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A step too far? Leader racism inhibits transgression credit
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Policy dynamics and types of agency: From individual to collective patterns of action
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An empirical investigation of the antecedents, behaviors, and outcomes of bad leadership
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Putting followers first in the leadership process
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Coaching political leaders: Can coaching be used to improve the quality of executive‐level government?
inferred← citeshttps://doi.org/10.1002/jls.21264openalex-snapshot
Constructive Leader Behaviors, Likelihood of Derailment, and the Cuboid Personality Framework: A Replication and Extension of Gough (1990)
inferred← citeshttps://doi.org/10.1002/jls.21276openalex-snapshot
Wolf in Sheep's Clothing: Harmful Leadership with a Moral Façade
inferred← citeshttps://doi.org/10.1002/jls.21788openalex-snapshot
Introduction: Leadership in an Infinite Game
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Debating Bad Leadership: Reasons and Remedies
inferred← citeshttps://doi.org/10.1002/jls.21864openalex-snapshot
How Bad Leaders Can Drive Out Good Leaders
inferred← citeshttps://doi.org/10.1002/jpoc.21202openalex-snapshot
Team Member Perceptions of Software Team Leader Communication Influencing Motivation for Achievement of Project Goals
inferred← citeshttps://doi.org/10.1002/jts5.25openalex-snapshot
FLOTSAM: A model for the development and transmission of hate
inferred← citeshttps://doi.org/10.1002/yd.20628openalex-snapshot
First come, first observed: Utilizing observation as a pedagogical tool to transform leadership learning
inferred← citeshttps://doi.org/10.1002/yd.20655openalex-snapshot
Game Changers: Leadership Lessons From Popular Sport Icons
inferred← citeshttps://doi.org/10.1007/978-0-387-73317-3_17openalex-snapshot
Footnotes to Teacher Leadership
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Followership: The Theoretical Foundation of a Contemporary Construct
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Political Leadership and Innovation
inferred← citeshttps://doi.org/10.1007/978-1-4614-5690-2_385openalex-snapshot
Police Leadership Styles
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Political Leadership and Innovation
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Western Wisdom Traditions and Workplace Spirituality
inferred← citeshttps://doi.org/10.1007/978-3-030-02470-3_24-1openalex-snapshot
Toxic Leadership and Workplace Bullying: The Role of Followers and Possible Coping Strategies
inferred← citeshttps://doi.org/10.1007/978-3-030-05964-4_5openalex-snapshot
The Ethical Challenges of Surgical Leadership
inferred← citeshttps://doi.org/10.1007/978-3-030-15407-3_5openalex-snapshot
Ethics in Leadership: Carving Out the Ethical Core in Current Leadership Theories
inferred← citeshttps://doi.org/10.1007/978-3-030-30025-8_19openalex-snapshot
Western Wisdom Traditions and Workplace Spirituality
inferred← citeshttps://doi.org/10.1007/978-3-030-30025-8_24openalex-snapshot
Toxic Leadership and Workplace Bullying: The Role of Followers and Possible Coping Strategies
inferred← citeshttps://doi.org/10.1007/978-3-030-65025-4_1openalex-snapshot
Background and Introduction: Why Debating Bad Leadership?
inferred← citeshttps://doi.org/10.1007/978-3-030-65025-4_18openalex-snapshot
The Culture of Toxic Organizational Leadership in Sub-Saharan Africa: Why Contexts Matter
inferred← citeshttps://doi.org/10.1007/978-3-030-65025-4_20openalex-snapshot
One Reason There Are Many Bad Leaders Is the Misleading Myth of “Leadership”
inferred← citeshttps://doi.org/10.1007/978-3-030-65025-4_3openalex-snapshot
Defining the Good, the Bad, and the Evil
inferred← citeshttps://doi.org/10.1007/978-3-030-65025-4_7openalex-snapshot
From Bad Leadership to Responsible Leadership: The Revolution of Motives Among Leaders
inferred← citeshttps://doi.org/10.1007/978-3-030-66252-3_1895openalex-snapshot
Leadership Effectiveness
inferred← citeshttps://doi.org/10.1007/978-3-031-07206-2_4openalex-snapshot
How a Mind of Christ Influences Leadership Behavior
inferred← citeshttps://doi.org/10.1007/978-3-031-37085-4_2openalex-snapshot
Servant Followership and Servant Leadership
inferred← citeshttps://doi.org/10.1007/978-3-031-69610-7_3openalex-snapshot
Reversing the Lens: Positioning Followership as a Partnership in Reciprocal Leading
inferred← citeshttps://doi.org/10.1007/978-3-031-77163-7_2openalex-snapshot
Leadership and Power
inferred← citeshttps://doi.org/10.1007/978-3-031-85803-1_7openalex-snapshot
Toxic Leadership and Machiavellian Behavior: A Critical Reappraisal
inferred← citeshttps://doi.org/10.1007/978-3-319-14908-0_16openalex-snapshot
Discussion, Limitations and Suggestions
inferred← citeshttps://doi.org/10.1007/978-3-319-15347-6_319openalex-snapshot
Political Leadership and Innovation
inferred← citeshttps://doi.org/10.1007/978-3-319-20928-9_1895openalex-snapshot
Leadership Effectiveness
inferred← citeshttps://doi.org/10.1007/978-3-319-23081-8_6openalex-snapshot
Morality as an Index of Mental Health of the Organization: Building a Model of Healthy Leadership
inferred← citeshttps://doi.org/10.1007/978-3-319-29587-9_37-1openalex-snapshot
Management and Franciscan Spirituality as a Source for Personal and Organizational Transformation
inferred← citeshttps://doi.org/10.1007/978-3-319-31036-7_6openalex-snapshot
Leadership and Authenticity: The case of Buurtzorg Nederland
inferred← citeshttps://doi.org/10.1007/978-3-319-31816-5_1895-1openalex-snapshot
Leadership Effectiveness
inferred← citeshttps://doi.org/10.1007/978-3-319-41969-5_2openalex-snapshot
Destructive Leadership – Processes and Consequences
inferred← citeshttps://doi.org/10.1007/978-3-319-56120-2_8openalex-snapshot
Gaps
inferred← citeshttps://doi.org/10.1007/978-3-319-66893-2_37openalex-snapshot
Management and Franciscan Spirituality as a Source for Personal and Organizational Transformation
inferred← citeshttps://doi.org/10.1007/978-3-319-71785-2_12openalex-snapshot
Management/Leadership: Profession, Professional, Professionalization
inferred← citeshttps://doi.org/10.1007/978-3-319-71785-2_16openalex-snapshot
Leadership as a Profession: The Need for an Authentic Jurisdiction
inferred← citeshttps://doi.org/10.1007/978-3-319-71785-2_25openalex-snapshot
Why Universities Should Give Bachelor Programs in Leadership
inferred← citeshttps://doi.org/10.1007/978-3-319-77143-4_7openalex-snapshot
The Three Mindsets of Leadership: Autocratic, Paternalistic, and Servant
inferred← citeshttps://doi.org/10.1007/978-3-319-96472-0_7openalex-snapshot
Tenets of Critical Leadership Theory and Their Implications
inferred← citeshttps://doi.org/10.1007/978-3-658-05307-9_6openalex-snapshot
Die egomanische Organisation: Auszehrung der Mitarbeiter als Folge einer unethischen Führung
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Die personale Dimension des Public Managements
inferred← citeshttps://doi.org/10.1007/978-3-658-35543-2_1openalex-snapshot
Aktuelle Führungstheorien und Führungskonzepte: „Alter Wein in neuen Schläuchen?“
inferred← citeshttps://doi.org/10.1007/978-3-658-35543-2_11openalex-snapshot
Ethische und destruktive Führung: Gute Führung – schlechte Führung
inferred← citeshttps://doi.org/10.1007/978-3-658-45943-7_2openalex-snapshot
Was ist „gute” Führung und was heißt „gute“ Führung in der Krise?
inferred← citeshttps://doi.org/10.1007/978-3-662-47915-5_1openalex-snapshot
Führung – Erfolgsbeitrag und Legitimation
inferred← citeshttps://doi.org/10.1007/978-3-662-60518-9_2openalex-snapshot
Die klassischen und aktuellen Ansätze der Führungsforschung
inferred← citeshttps://doi.org/10.1007/978-981-16-2362-2_7openalex-snapshot
The Relationship Between Toxic Leadership, Job Insecurity, Workplace Bullying and Turnover Intention in the Malaysian Context: A Multilevel Mediational Perspective
inferred← citeshttps://doi.org/10.1007/s10551-006-9047-zopenalex-snapshot
Responsible Leadership in a Stakeholder Society – A Relational Perspective
inferred← citeshttps://doi.org/10.1007/s10551-007-9510-5openalex-snapshot
Responsible Leadership, Stakeholder Engagement, and the Emergence of Social Capital
inferred← citeshttps://doi.org/10.1007/s10551-011-1200-7openalex-snapshot
An Examination of the Contribution of Dispositional Affect on Ethical Lapses
inferred← citeshttps://doi.org/10.1007/s10551-013-1807-yopenalex-snapshot
What Does Ethics Have to do with Leadership?
inferred← citeshttps://doi.org/10.1007/s10551-014-2416-0openalex-snapshot
Ethics Matter: Moderating Leaders’ Power Use and Followers’ Citizenship Behaviors
inferred← citeshttps://doi.org/10.1007/s10551-015-2686-1openalex-snapshot
The Effect of Environmental Activism on the Long-run Market Value of a Company: A Case Study
inferred← citeshttps://doi.org/10.1007/s10551-015-2909-5openalex-snapshot
Toward a Unified Framework of Perceived Negative Leader Behaviors Insights from French and British Educational Sectors
inferred← citeshttps://doi.org/10.1007/s10551-016-3054-5openalex-snapshot
Having Burned the Straw Man of Christian Spiritual Leadership, what can We Learn from Jesus About Leading Ethically?
inferred← citeshttps://doi.org/10.1007/s10551-018-4052-6openalex-snapshot
Modeling Leadership in Tolkien’s Fiction: Craft and Wisdom, Gift and Task
inferred← citeshttps://doi.org/10.1007/s10551-020-04519-zopenalex-snapshot
On the Ethics of Psychometric Instruments Used in Leadership Development Programmes
inferred← citeshttps://doi.org/10.1007/s10551-023-05409-wopenalex-snapshot
The Corporate Samaritan: Advancing Understanding of the Role of Deontic Motive in Justice Enactment
inferred← citeshttps://doi.org/10.1007/s10551-024-05626-xopenalex-snapshot
Ethnic Obligation and Deviant Behavior: A Dynamic Moral Economy Perspective
inferred← citeshttps://doi.org/10.1007/s10551-025-06102-wopenalex-snapshot
Justice in Leadership
inferred← citeshttps://doi.org/10.1007/s10869-016-9454-9openalex-snapshot
Situating Ethical Behavior in the Nomological Network of Job Performance
inferred← citeshttps://doi.org/10.1007/s12286-014-0176-yopenalex-snapshot
Politische Führung und Institutionen, oder: Was leistet eine institutionalistische Leadership-Forschung?
inferred← citeshttps://doi.org/10.1007/s12392-009-0093-7openalex-snapshot
(Wo) Ist Leadership lernbar?
inferred← citeshttps://doi.org/10.1007/s13132-024-02116-3openalex-snapshot
Permanently Rotate the Winning Team
inferred← citeshttps://doi.org/10.1016/b978-0-08-100637-5.00001-7openalex-snapshot
What Is Leadership? What Is Toxic Leadership?
inferred← citeshttps://doi.org/10.1016/b978-0-08-100637-5.00002-9openalex-snapshot
How to Acknowledge Toxic Leadership’s Presence
inferred← citeshttps://doi.org/10.1016/b978-0-08-100637-5.00012-1openalex-snapshot
Introduction: Why the Research on Academic Libraries and Toxic Leadership?
inferred← citeshttps://doi.org/10.1016/b978-0-12-805372-0.16001-8openalex-snapshot
References
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Intergroup leadership
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The dynamics of effective corrupt leadership: Lessons from Rafik Hariri's political career in Lebanon
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From solidarity to division: An analysis of Lech Wałęsa's transition to constituted leadership
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The susceptible circle: A taxonomy of followers associated with destructive leadership
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How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes
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The evolution of organizations and leadership from the ancient world to modernity: A multilevel approach to organizational science and leadership (OSL)
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Zombie leadership: Dead ideas that still walk among us
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The Hazards of Great Leadership
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Experiencing at Work
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Embodied Inter-Practices in Resonance as New Forms of Working in Organisations
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Introduction
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Power and Self-Interest
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Whistling in the Dark and the Insertion of Power between Followersand Leaders
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All power to our great leader: political leadership under uncertainty
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Punishment Reactions to Powerful Suspects
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Asking the right questions about leadership: Discussion and conclusions.
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The Dark Side of Leadership Practices: Variations across Asia
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Introduction: Explaining Political and Economic Change in Post-Soviet Russia
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Conceptualizing Political Leadership in Peace Processes
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Introduction: The Importance of Studying Political Leadership Comparatively
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Tyrannical Leader, Machiavellian Follower, Work Withdrawal, and Task Performance: Missing Links in Construction Projects
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Eigenvector centralization as a measure of structural bias in information aggregation
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Toxic leadership as a predictor of physical and psychological withdrawal behaviours in the healthcare sector
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‘Waiting on the World to Change’: Advocacy versus Apathy and Focusing on What Really Matters
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TOXIC LEADERSHIP: APPLYING THE LIPMAN-BLUMEN MODEL TO POLITICAL LEADERSHIP
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TOXIC THAKSIN? THAILAND'S TROUBLESOME EX-PREMIER
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ROBERT MUGABE AND TOXICITY: HISTORY AND CONTEXT MATTER
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DOES THE CONCEPT OF TOXICITY TRAVEL?
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TOXIC LEADERSHIP: A REJOINDER
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The Impact of Destructive Leadership on Public Servants’ Performance: The Mediating Role of Leader-member Exchange, Perceived Organizational Support and Job Satisfaction
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Antecedents and prevalence of destructive leadership behaviour: the case in primary and middle level schools
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Toxic leadership behaviours of school principals: a qualitative study
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What is effective research leadership? A research-informed perspective
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Supervisor and coworker support: a source congruence approach to buffering role conflict and physical stressors
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An exploratory and descriptive study of destructive leadership in U.S. higher education
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Destructive leadership behaviors among heads of departments in higher education: perceptions of subordinates in Ghana
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Destructive leadership behavior and organizational effectiveness in college of teacher education
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Laissez-faire and derailed leadership behavior as predictors of teachers’ social engagement with students and colleagues
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Good leadership: A mirage in the desert?
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The Good, the Bad and the Ugly: Leadership and Narcissism
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Toxic Leadership Scale Development in Hospitality Sector and Scale Item-Bias Analysis
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Most Admired Leader/Most Admired Follower
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A Desire for the Dark Side: An Examination of Individual Personality Characteristics and Their Desire for Adverse Characteristics in Leaders
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Wisdom, Foolishness, and Toxicity in Human Development
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Destructive Leadership Behavior: An Exploratory Study in Chile
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Ethnic Outbidding and Party Modernization: Understanding the Democratic Unionist Party's Electoral Success in the Post-Agreement Environment
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Unethical Newsroom Behavior: Paradoxes and a Perfect Storm
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Echoes of the group: how group conspiracy mentality and fake news shape customer uncertainty and risk perception in a supply chain context
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Early Responders, Late Responders, and Non-responders: The Principal-Agent Problem in Board Oversight of Nonprofit CEOs
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Combating Corruption with Care: Developing Ethical Leaders in Africa
inferred← citeshttps://doi.org/10.1080/23322373.2020.1777818openalex-snapshot
Restorative followership in Africa: Antecedents, moderators, and consequences
inferred← citeshttps://doi.org/10.1093/oso/9780198837886.001.0001openalex-snapshot
Populism and Liberal Democracy: A Comparative and Theoretical Analysis
inferred← citeshttps://doi.org/10.1093/oso/9780198837886.002.0003openalex-snapshot
Copyright Page
inferred← citeshttps://doi.org/10.1093/oso/9780198837886.002.0004openalex-snapshot
Dedication
inferred← citeshttps://doi.org/10.1093/oso/9780198837886.002.0005openalex-snapshot
Preface
inferred← citeshttps://doi.org/10.1093/oso/9780198837886.002.0007openalex-snapshot
List of Figures
inferred← citeshttps://doi.org/10.1093/oso/9780198837886.002.0008openalex-snapshot
List of Tables
inferred← citeshttps://doi.org/10.1093/oso/9780198837886.002.0009openalex-snapshot
List of Political Parties
inferred← citeshttps://doi.org/10.1093/oso/9780198837886.002.0012openalex-snapshot
Epigraph
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Glossary of Key Terms
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What is Populism?
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How to Distinguish Populists from Non-Populists?
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What Causes Populism?
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How and Where Does Populism Thrive?
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How do Populists Govern?
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Who is the Populist Voter?
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How Does Populism Endanger Democracy?
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Introduction
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The WICS Model of Leadership
inferred← citeshttps://doi.org/10.1093/oxfordhb/9780195398793.013.0026openalex-snapshot
Destructive Leadership
inferred← citeshttps://doi.org/10.1093/oxfordhb/9780198809296.013.27openalex-snapshot
Performance and Evaluation of Political Executives
inferred← citeshttps://doi.org/10.1093/oxfordhb/9780199548453.003.0004openalex-snapshot
Training for Policy Makers
inferred← citeshttps://doi.org/10.1093/oxfordhb/9780199653881.013.028openalex-snapshot
Puzzles of Political Leadership
inferred← citeshttps://doi.org/10.1108/978-1-78743-063-120172014openalex-snapshot
References
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Assertiveness in the Workplace: Personal and Business Competitiveness in Emerging and Developing Countries
inferred← citeshttps://doi.org/10.1108/ijpl-12-2015-0030openalex-snapshot
Public leadership
inferred← citeshttps://doi.org/10.1108/jmp-04-2024-0282openalex-snapshot
The bad, the very bad and the ugly: towards an integrated model of dark leadership
inferred← citeshttps://doi.org/10.1108/lodj-02-2025-0140openalex-snapshot
Toxic leadership, overwork and stress: review and integration of the last 15 years
inferred← citeshttps://doi.org/10.1108/pr-05-2024-0475openalex-snapshot
Exploring the influence of leader humor on employee creativity in a social information processing perspective
inferred← citeshttps://doi.org/10.1108/s1479-355520160000014002openalex-snapshot
Stress, Well-Being, and the Dark Side of Leadership
inferred← citeshttps://doi.org/10.1108/s1479-357120140000006025openalex-snapshot
To be Physical is to Inter-Be-Come – Beyond Empiricism and Idealism towards Embodied Leadership that Matters
inferred← citeshttps://doi.org/10.1108/s1479-357120180000009003openalex-snapshot
Chapter 5 Charismatic Pygmalion: The Most Effective Leadership Combo
inferred← citeshttps://doi.org/10.1111/1468-5973.12586openalex-snapshot
Navigating the storm: Transformational leadership in engaging on robust crisis response planning
inferred← citeshttps://doi.org/10.1111/apps.12024openalex-snapshot
The Dark Side of Personality and Extreme Leader Behavior
inferred← citeshttps://doi.org/10.1111/asap.12316openalex-snapshot
Not “My” crisis: Social identity and followers’ crisis responses to COVID‐19
inferred← citeshttps://doi.org/10.1111/basr.12087openalex-snapshot
Manipulative Businesses: Secular Business Cults
inferred← citeshttps://doi.org/10.1111/basr.12162openalex-snapshot
Conscientious Objections to Corporate Wrongdoing
inferred← citeshttps://doi.org/10.1111/bjso.12125openalex-snapshot
Fewer but better: Proportionate size of the group affects evaluation of transgressive leaders
inferred← citeshttps://doi.org/10.1111/bjso.12525openalex-snapshot
Motives for punishing powerful vs. prestigious offenders: The moderating role of group identity
inferred← citeshttps://doi.org/10.1111/ijmr.12240openalex-snapshot
Understanding the Followers of Toxic Leaders: Toxic Illusio and Personal Uncertainty
inferred← citeshttps://doi.org/10.1111/ijmr.12334openalex-snapshot
The dark side of leadership: A systematic review of creativity and innovation
inferred← citeshttps://doi.org/10.1111/j.1365-2702.2012.04290.xopenalex-snapshot
Editorial: Your leadership style – how are you working to achieve a preferred future?
inferred← citeshttps://doi.org/10.1111/j.1365-2834.2009.00981.xopenalex-snapshot
Ineffective participation: reactions to absentee and incompetent nurse leadership in an intensive care unit
inferred← citeshttps://doi.org/10.1111/j.1464-0597.2007.00303.xopenalex-snapshot
When the Romance is Over: Follower Perspectives of Aversive Leadership
inferred← citeshttps://doi.org/10.1111/j.1467-8551.2008.00593.xopenalex-snapshot
Private and Public Sector Models for Strategies in Universities *
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