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


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


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

Dirk Lindebaum


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


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


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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