Description
Book SynopsisWhen Leadership Fails is a multidisciplinary resource for researchers and practitioners. As a curated selection of unique, scholar-practitioner reflections from around the world, this collection highlights both the universal impact of leaders behaving badly and the communal triumph that emerges from deconstructing these experiences in aggregate. In addition to expert insight into these leadership and organizational challenges, readers benefit from the application of empirical and theoretical research for analysis and interpretation. Readers will gain a deeper understanding of the individual, group and organizational implications of negative leadership encounters in the workplace. Readers will find value in the immediate application of these lessons to their own careers and organizations.
Table of ContentsChapter 1. Monsters, Inc.: Toxic Leadership and Engagement;
Ngozi Igbokwe, Sarah Smith, Colton Hart, Elizabeth Hergert, Ellen Reter, Marguerite Wildermuth, Ryan Bouda, Tiffany Phillips, and Cristina WildermutChapter 2. Investing the Time to Lead Well;
Maria Malayter Chapter 3. Front Porch Organizations, Back Door Employees: How Mentoring Mishaps Potentially Derail Next Generation Leaders;
Shanita Baraka Akindtone Chapter 4. Toxic Followership: Leader Deception and Breach of Trust;
Wendy M. Edmonds Chapter 5. Death by Authoritative Leadership and Micro-Management;
Jennifer Capler Chapter 6. Campus in Crisis: Leadership Lessons Learned;
Cheryl Patton Chapter 7. Ethics, Leadership and the Dreaded Performance Appraisal;
Lonnie R. Morris, Jr. Chapter 8. Autocratic Leadership among Managers and Its Impact on Salespersons Behavior in India’s Pharmaceutical Industry;
Arun G. and Manoj Krishnan C.G. Chapter 9. Leadership Failure in a Hostile Environment: The Importance of Leading Oneself;
Randal Joy Thompson Chapter10. Toxic Leadership: A Quick Erosion of Psychological Safety;
Carly Speranza Chapter11. A Wolf in Sheep’s Clothing: How a Narcissistic Leader Decimated a Faith-Based Nonprofit;
Ruth Beck and Leanne Dzubinski Chapter 12. When Founder’s Syndrome is Used for Personal Gain;
Terry Fernsler Chapter 13. How to Destroy a Research & Development Group without Really Trying;
Jay L. Brand Chapter 14. When Leading the Team Goes Wrong;
Dayne Hutchinson and Sholondo K. Campbell Chapter 15. No Rest in the Restroom: Servant Leadership and Conflict in Products & Marketing;
Tim Houg Chapter 16. The Demise of a Company: An Insider’s Personal and Scholarly Reflection;
Dorianne Cotter-Lockard Chapter 17. Incompetent Authoritarian Replaces a Servant Leader;
Terry Fernsler
