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

2004

305 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/d0a7d73494040da4f48abf491567069400c0bbbe

Citations in the corpus

• The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. (2007, unknown): “This allowed young Clinton to ignore intractable problems while addressing other challenges, and might explain his apparent indifference to the genocide in Rwanda during his second term (Kellerman, 2004).”
• High toxicity leadership: Borderline personality disorder and the dysfunctional organization (2006, unknown): “…Leadership, Behaviour Paper type Research paper Management scholars and practitioners have increasingly identified interrelationships between leadership and organizational dysfunction (e.g. see Frost, 2003; Kellerman, 2004; Levinson, 1972, 1976; Lowman, 2002; Lubit, 2004; Fox and Spector, 2005).”
• Leader toxicity: An empirical investigation of toxic behavior and rhetoric (2010, unknown): “Kellerman (2004) also presents a listing of toxic traits and suggests that bad leadership behaviors can range from incompetent to unethical.”
• Self-reliance: A Gender Perspective on its Relationship to Communality and Leadership Evaluations (2017, unknown): “We included these additional items because of the centrality of influence to definitions of effective leadership (House &Aditya, 1997; Kellerman, 2004).”
• Asking the Right Questions About Leadership: Discussion and Conclusions (2007, unknown): “What has been learned thus far is consistent with the possibility that good and bad leadership may be qualitatively different phenomena (Kellerman, 2004).”
• When the Romance is Over: Follower Perspectives of Aversive Leadership (2007, unknown): “…a subject search of “leadership” on Amazon.com in 2005 yielded 8,887 books on the subject, yet just 10 per cent of these books (929) address the issue of “destructive” or “negative” forms of leadership (see Kellerman, 2004; Lipmann-Blumen, 2006; and Schilling, this volume, for recent examples).”
• The Good, the Bad and the Ugly: Leadership and Narcissism (2009, unknown): “This encompasses 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 H”
• Bad Apples, Bad Barrels, and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership (2011, unknown): “leadership” (Frost, 2004; Lipman-Blumen, 2008; Goldman, 2006), “narcissistic leadership” (Rosenthal & Pittinsky, 2006), “bad leadership” (Kellerman, 2004), “hypnotic leadership””
• 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).”
• Defeating the Toxic Boss: The Nature of Toxic Leadership and the Role of Followers (2020, unknown): “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).”