Why leaders fail: exploring the darkside
By R. Burke. 2006
151 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/ee096fb50adc7fa65805e832253814f9f576eff4
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Science and Operations Research
- N. Cemaloğlu
- Bradley P. Owens
- Eddy S. Ng
- David R. Hekman
- Michael D. Johnson
- P. D. Harms
- James M. LeBreton
- Seth M. Spain
In Organizational Behavior and Human Resource Management
- Bradley P. Owens
- David R. Hekman
- N. Cemaloğlu
- P. D. Harms
- Eddy S. Ng
- James M. LeBreton
- Terence R. Mitchell
- Muhammad Rasyid Abdillah
Citations in the corpus
- Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, background): “Promoting altruistic behaviour by organisations is also reasonable because according to Burke (2006), one of the reasons leaders fail in their leadership is because of their “dark side characteristics,” namely, selfishness.”
- Primary Principals' Leadership Styles, School Organizational Health and Workplace Bullying. (2011, background): “describe an insensitive, abrasive and bullying leader as an unsuccessful one who commits error all the time ( Burke, 2006”
- MODELING HOW TO GROW: AN INDUCTIVE EXAMINATION OF HUMBLE LEADER BEHAVIORS, CONTINGENCIES, AND OUTCOMES (2012, background): “Humble leaders, it seemed, are less susceptible to the trap of believing their position makes them immune from having to acknowledge weakness or admit mistakes (Burke, 2006).”
- Predictor of Business Students’ Attitudes Toward Sustainable Business Practices (2010, background): “In addition, Burke (2006) has chronicled how leadership failures can be attributed to character (unethical behavior), personality, and competence.”
- The dark side of personality at work (2014, background): “with failed leadership in organizations (Burke, 2006; Dotlitch & Cairo, 2003; Hogan, 1994; Kets de Vries & Miller, 1984).”
- Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership (2013, background): “Companies fiercely compete to attract and retain talented employees (Michaels et al. 2001), and many talented employees leave firms because they feel that their immediate leaders do not recognize their potential or listen to them (Burke 2006).”