When Leadership Goes Wrong
When Leadership Goes Wrong
Destructive Leadership, Mistakes, and Ethical Failures
Edited by Birgit Schyns, University of Portsmouth
Tiffany Hansbrough, Baldwin-Wallace College
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.
"Most leadership research has been dominated by a positive, constructive perspective: namely,that leaders are a source of good, and that their efforts, when effective, produce posi! tive outcomes. This book is perhaps the most comprehensive effort to date that challenges this perspective. I cannot think of a topic more deserving of a book, nor of a book better suited to address this vital topic. I recommend it not only to every researcher interested in leadership, but to all those interested 'dark side' processes that operate in all organizations." -- Timothy A. Judge, University of Florida, USA
TABLE OF CONTENTS
PART I: DESTRUCTIVE LEADERS.
Goal Setting as an Antecedent of Destructive Leader Behaviors
Mary Bardes and Ronald F. Piccolo
Destructive Leadership: The Role of Cognitive Processes
Dawn L. Eubanks and Michael D. Mumford
The Environment of Destructive Leadership
Paul W. Mulvey and Art Padilla
Understanding The Causes of Destructive Leadership Behavior: A Dual-Process Model, Mo Wang, Robert Sinclair, and Marilyn Nicole Deese
Ignoring the Sign! posts: A Process Perspective of Unethical and Destructive Leadership, Diane J. Chandler and Dail Fields
The Nature, Prevalence, and Outcomes of Destructive Leadership: A Behavioral and Conglomerate Approach
Ståle Einarsen, Anders Skogstad, and Merethe Schanke Aasland
PART II: ABUSIVE SUPERVISION.
Making Sense of Abusive Leadership: The Experiences of Young Workers
Gina Grandy and Alison Starratt
Explaining Hostile Actions: Integrating Theories of Abusive Supervision and Conflict Asymmetry
Sonja Rispens, Ellen Giebels, and Karen A. Jehn
Negative Emotion-Positive Outcomes: A Study Of Construction Project Managers
PART III: TOXIC LEADERSHIP, NARCISSISM, AND (UN-)ETHICAL LEADERSHIP.
The Corporate Reflecting Pool: Antecedents and Consequences of Narcissism in Executives
Dean B. Mcfarlin and Paul D. Sweeney
Tango in the Dark: The Interplay of Leader’s and Follower’s Level of Self-Construal and its Impact on Ethical Leadership
Suzanne Van Gils, Niels Van Quaquebeke, and Daan Van Knippenberg
Leadership Corruption: Influence Factors, Process, and Prevention
Jenny S. Wesche, Daniel May, Claudia Peus, and Dieter Frey
PART IV: LEADER ERRORS AND FAILURE.
Leaders’ Personal Experience and Response To Failure: A Theoretical Framework and Initial Test
Kathleen Boies, Melanie Ann Robinson, and Maria Carolina Saffie Robertson
The Paradoxical Role of Moral Reasoning in Ethical Failures in Leadership
Terry L. Price
Understanding the Antecedents of Leader Unitentional Errors: A Multilevel Perspective Samuel T. Hunter, Brian W. Tate, Jessica L. Dzieweczynski, and Lily Cushenbery
To Err is Human, To Lead is Divine? The Role of Leaders In Learning from Workplace Mistakes
Bi-Hong Deng, Michelle C. Bligh, and Jeffrey C. Kohles
PART V: ATTRIBUTIONAL PROCESSES.
The Effect of Leader-Follower Incongruence and Cognitive Processes on Perceptions of Leader Adversity
Beata Pawlowska, Susanne Braun, Claudia Peus, and Dieter Frey
Heroic Illusions: How Implicit Leadership Theories Shape Follower Attributions About Poor Leader Performance
Tiffany Hansbrough and Birgit Schyns
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