The allure of toxic leaders : why we follow destructive bosses and corrupt politicians--and how we can survive them

By J. Lipman-blumen. 2005

369 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/8ad899061d4ca78567532d2afeb4931bb7d8f8c2

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Citations in the corpus

Development and Validation of the Toxic Leadership Scale (2008, background): “Lipman-Blumen (2005a) described this as “stifling constructive criticism”
Leader Behavior as a Determinant of Health at Work: Specification and Evidence of Five Key Pathways (2014, background): “Nevertheless, we also recognize that much of what leaders actually do in the workplace does not accord with this definition (e.g., because their impact is demotivating and toxic; Lipman-Blumen, 2005).”
ACCEL: A New Model for Identifying the Gifted (2016, background): “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.”
Abusive Supervision and Employee Emotional Exhaustion (2009, background): “Another concept similar to abusive supervision that has received much attention from practitioners is that of the toxic leader (Lipman-Blumen, 2005), which refers to leaders who undertake many destructive behaviors (e.g., leaving their followers worse off than they found them, violating human…”
The Good, the Bad and the Ugly: Leadership and Narcissism (2009, background): “…the abuse of power to serve personal goals or achieve personal gain; the use of power to reinforce self-image and enhance perceptions of personal performance; and the abuse of power to conceal personal inadequacies (Ashforth, 1994b; Kellerman, 2004; Lipman-Blumen, 2005; Benson and Hogan, 2008).”
Leader toxicity: An empirical investigation of toxic behavior and rhetoric (2010, background): “The second dimension was the leader’s ideology of divisiveness (Lipman-Blumen, 2005) whereby the leader pitted one or more group members against another or ostracized an individual for the purpose of inciting others to snub the victim.”
Perceptions of and reactions to leader toxicity: Do leader-follower relationships and identification with victim matter?☆ (2012, background): “The leader behaviors that weremost likely to prompt retaliatory actions included being wrongly or unfairly accused and criticized or insulted in public, behaviors that have emerged in the literature as being toxic (Einarsen et al., 2007; Lipman-Blumen, 2005; Tepper, 2000).”
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).”