Bad Leadership: What It Is, How It Happens, Why It Matters

By Barbara Kellerman. 2004

209 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/6b937be74a1dfd619a8f5ca11e9e1894192651e3

Citations in the corpus

• Perceptions of and reactions to leader toxicity: Do leader-follower relationships and identification with victim matter?☆ (2012, unknown): “Kellerman (2004) states that bad leadership may be characterized by dysfunctional traits that range from ineffective (e.g., rigidity, callousness) to unethical (e.g., corrupt, evil).”
• Leadership and Neuroscience: Can We Revolutionize the Way That Inspirational Leaders Are Identified and Developed? (2011, unknown): “For example, in her book Bad Leadership, Barbara Kellerman (2004) suggested that “good” leadership is less about the ability of leaders to inspire followers and more about mutual leader and follower responsibility.”
• ACCEL: A New Model for Identifying the Gifted (2016, unknown): “As Kellerman (2004), Lipman-Blumen (2006), and Sternberg (2008a) have pointed out, people often are seduced by toxic leaders who then proceed to wreak havoc on the countries in which they are elected.”
• The Corporate Psychopaths Theory of the Global Financial Crisis (2011, unknown): “Researchers report that such malevolent leaders are callously disregarding of the needs and wishes of others, prepared to lie, bully and cheat and to disregard or cause harm to the welfare of others (Perkel, 2005).”
• Adolescent Leadership Development (2009, unknown): “Good leaders can move society towards greater collective accomplishment (Hogan and Kaiser, 2005; Ping Ping et al., 2001; Wenquan et al., 2000) while bad leaders can destroy or retard social progress (Kellerman, 2004).”
• WHEN AND HOW TEAM LEADERS MATTER (2004, unknown): “A grossly incompetent or willfully destructive leader can undermine the performance even of what otherwise would be a beautifully functioning team (seeHogan, Curphy & Hogan, 1994, p. 493; Kellerman, 2004, for analyses of the dynamics and effects of “bad” leadership).”
• The Good, the Bad and the Ugly: Leadership and Narcissism (2009, unknown): “This is the area of behavior in which leaders engage in corrupt, unethical and, indeed, illegal behaviors (Ashforth, 1994b; Hogan et al., 1994; Tepper, 2000; Kellerman, 2004; Lipman-Blumen, 2005).”
• The Dark Side of Personality and Extreme Leader Behavior (2015, unknown): “Studies of the dark side may lead to a better understanding of leadership by complementing the traditional positive emphasis on the subject (Kaiser & Craig, in press; Kellerman, 2004).”