Toxic leadership: When grand illusions masquerade as noble visions

By J. Lipman-blumen. 2005

191 citations recorded by the source corpus.

Subfields: Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2df9d07d4502bab3d26f261b61fb47fbf8a3747a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Strategy and Management

1. M. Hogg
2. James M. LeBreton
3. Christian N. Thoroughgood
4. Katina B. Sawyer
5. Dina V. Krasikova

Citations in the corpus

• Psychopathic Leadership A Case Study of a Corporate Psychopath CEO (2017, unknown): “Job satisfaction and commitment to an organisation are also linked to the presence of toxic leadership (Mehta and Maheshwari 2013; Lipman-Blumen 2005) as are selfish outcomes that are detrimental to organisational efficiency (Tavanti 2011) and as may have been expected, these outcomes were evident i”
• Defeating the Toxic Boss: The Nature of Toxic Leadership and the Role of Followers (2020, background): “For example, research has found that toxic leaders are more likely to successfully exert influence when surrounded by susceptible followers (Padilla et al., 2007) who lack security and have strong desire to be accepted by their groups (Kellerman, 2004; Lipman-Blumen, 2005).”
• Uncertain Self in a Changing World: A Foundation for Radicalisation, Populism, and Autocratic Leadership (2020, background): “So much so that uncertainty has been claimed to be toxic leaders’ ally (Lipman-Blumen, 2005).”
• Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, background): “Further, one person’s toxic leader may be another person’s hero, depending on the needs of followers and their unique relationships with the leader (Lipman-Blumen 2005).”
• Extreme managers, extreme workplaces: Capitalism, organizations and corporate psychopaths (2015, unknown): “Email: c.boddy@gmail.com; crpboddy@gmail.com (Lipman-Blumen, 2004, 2005) within organizations in western capitalist societies (Boddy, 2011a, 2012; Wexler, 2008).”
• Destructive Leadership (2013, background): “…of DL researchers, however, do see value in distinguishing between leadership that is intentionally harmful and leadership that is unintentionally harmful (Craig & Kaiser, in press; Kelloway, Sivanathan, Francis, & Barling, 2005; Lipman-Blumen, 2005b; Thoroughgood, Tate, Sawyer, & Jacobs, 2012).”