Description
Book SynopsisWhen evaluating leadership, bad events ‘have more impact than good ones, and bad information is processed more thoroughly than good’.
Destructive Leadership and Management Hypocrisy: Advances in Theory and Practice provides detailed insights into conceptualizations of destructive leadership, instruments of measurement in this area, and reviews studies about the concept’s antecedents and consequences.
Divided into functional sections exploring definitional issues and conceptual clarifications in destructive leadership, a range of issues are covered including:• Holistic definitions of destructive leadership • Dispositional characteristics of destructive leaders, and their environment • Pseudo transformational, laissez-faire, and unethical leadership • Leader hypocrisy, integrity, and its consequences • Destructive leadership from a cross-cultural perspective • Outcomes of destructive leadership and leader hypocrisy
Readers will gain a deeper understanding of the implications of destructive leadership and find value in the immediate application of these warnings and lessons to their own careers and organizations.
Table of ContentsPart 1. Definitional Issues and Conceptual Clarifications in Destructive Leadership Chapter 1. Destructive Leadership: Explaining, Critiquing, And Moving Beyond Leader-Centric Perspectives;
Christian Thoroughgood Chapter 2. How Can Anyone Be Like That? – Systematizing Destructive and Ineffective Leadership;
Jan Schilling and Birgit Schyns Chapter 3. Fifty Shades of Darth Vaders In Organizations: An Overview Of Destructive Leadership;
Afife Başak Ok, Asli Göncü-Köse, and Yonca Toker-Gültaş Chapter 4. A Typology of Destructive Leadership: Pseudo-Transformational, Laissez-Faire and Unethical Causal Factors and Predictors;
Wallace A. Burns Chapter 5. Corporate Psychopaths and Destructive Leadership in Organizations;
Clive R. Boddy Chapter 6. Dispositional Characteristics of Abusive Supervisors;
Johannes F. W. Arendt, Erica L. Bettac, Josef H. Gammel, and John F. Rauthmann Part 2. The Outcomes of Destructive Leadership and Leader Hypocrisy Chapter 7. The Impact of Destructive Leadership On Followers’ Well-Being;
Irem Metin-Orta Chapter 8. Organizational Outcomes of Destructive Leadership: Summary and Evaluation;
Serdar Karabati Chapter 9. Leader Hypocrisy and Its Emotional, Attitudinal, And Behavioral Consequences;
Arzu İlsev and Eren Miski Aydin Chapter 10. A Manifestation of Destructive Leadership: Downward Mobbing And Employees’ Stress-Related Growth;
Didar Zeytun and Zeynep Aycan Chapter 11. Toxic Illusio in The Global Value Chain: The Case of Amazon;
Aybike Mergen and Mustafa Ozbilgin Part 3. Emerging Issues in Destructive Leadership: A Special Concern to Measures and Remedies of How to Deal with It Chapter 12. Measuring Destructive Leadership;
Selin Metin Camgoz and Pinar Bayhan Karapinar Chapter 13. Cognitive Biases of Destructive Leadership: A Special Focus On Machiavellianism;
Yonca Toker-Gültaş, A.Başak Ok, and Savaş Ceylan Chapter 14. Public Myth and Metaphor: Negative Narratives, Lost Reputations and Bankers’ Leadership Illegitimacies from The Media During the Financial Crisis of 2008-9;
Fran Myers Chapter 15. Destructive Leadership from A Cross-Cultural Perspective: Is There a Convergence or Divergence?;
Ozge Tayfur Ekmekci and Semra Guney Chapter 16. Gender and Destructive Leadership: An Examination of Follower Perceptions;
Pinar Bayhan Karapinar, Azize Ergeneli and Anil Boz Semerci Chapter 17. The Dark Side of Nonprofit Leadership: Cases, Causes and Consequences;
Marco Tavanti and Anna Tait
