Pages: 56

No chapter abstract available.

Pages: 15

There are many shades of the dark side, but psychopathic leadership is the eeriest of all. As the dark lords of social predation, armed with a dire repertoire of traits, psychopathic leaders will go to any extent to achieve personal ambitions at the expense of others. Yet, organisations are drawn to their superficial charm and charisma. Shall we then be prey to the psychopathic predator? This chapter reflects on the predatory process, the importance of redefining followership culture, and the fundamentals of surviving psychopathic leadership.

Pages: 7

In this chapter, I delve into the character of Darth Vader from the ‘Star Wars’ saga to explore the representation of dark leadership and its broader impact within organisational contexts. I analyse Darth Vader’s journey from a compassionate and principled leader to a malevolent figure of darkness, emphasising his transition from a Jedi Knight committed to upholding peace and justice to a Sith Lord driven by a thirst for authority and supremacy. Academic studies are drawn upon to provide a comprehensive understanding of this transformation and its implications whilst simultaneously linking the character and his impact to that in an organisational context.

Pages: 8

Theoretical frameworks and assumptions suffer from two deficiencies of leadership drama. Leadership is often conceived and perceived as an objective homogeneous process on display to be analysed, but it is not. Neither is leadership characterised wholistically as a phenomenon that can be comprehensively solely perceived, interpreted, and understood externally. To insist this is the case, is to commit a categorical mistake, the error of ascribing a thing to a category to which it does not belong. Both the positive and dark sides of leadership are first natural dispositions, mental and physical, which only later attract their respective adjectives within a cause-and-effect relationship. The best “the led” will ever get from their leaders is the stated interest, never the whole truth, never their motive of action from which their dark side unfolds. The alternative is a revolution, and human political history has a long list.

Pages: 14

As noted throughout this book, the business environment is loaded with apparently charming, self-confident, but otherwise predatory leaders who leave a trail of organisational destruction and employee abuse behind them. These dark, self-oriented leaders are theorised to flourish best in individualistic countries/cultures such as the USA, Australia, UK, Netherlands, and New Zealand, where self-interest can be seen as normal and excessive self-interest to the posint of greed may go unnoticed. Of the various candidates for toxic, destructive, and dark leadership, including narcissists, Machiavellians, and psychopaths, it is psychopaths who are deemed to be the darkest. Their complete lack of conscience and absence of emotional connectivity with other people certainly fit them for this dark role at the dark heart of dark leadership. They value material success, power and dominance over others, and money, and do not care about riding roughshod over other people in their pursuit of these aims. As they are deemed to be proficient in attaining leadership positions, the argument over whether they are successful in these positions is of some significance. This discussion is the main aim of this chapter.

Pages: 10

There is a growing interest in identifying the derailed behaviours of dark side leaders. This chapter explores the shadows of dark side leaders by providing insights into their personality traits. The dark side perspective of leadership helps to correct the positivity bias of leadership and offers awareness for avoiding the emergence of dark behaviours, and thus, preventing their negative impacts on organisations. The ‘Dark Triad’ comprising narcissism, psychopathy, and Machiavellianism has been discussed in this chapter to explain the personality characteristics displayed by the dark side leaders. Organisations require careful recognition of the negative effects caused by leaders’ dark personality traits to prevent counterproductive and damaging work environments. Developing an ethical culture, promoting self-awareness, and offering positive behavioural choices can serve as an antidote for dark side behaviours.

Pages: 58

No chapter abstract available.

Pages: 11

This chapter explores certain dynamics of leader-subordinate interactions in the workplace; the role of emotion, values, self-esteem, follower responses, and perceptions. Leadership may be regarded as a multifaceted and enigmatic phenomenon. Thus, it requires more attention for a broader understanding. The military is rife with toxic traits and inclinations. For some, these experiences have made everlasting impressions. These experiences spurred the reflection on the leadership praxis of some high-ranking officers and the very system they were a part of. Leaders, be it military or civilian, should more often consider the effects of their styles on subordinates.

Pages: 12

Scholars and practitioners, particularly those who study leadership, have focused on dark side leaders and identified the different characteristics and how they influence the organisational vision and employees’ performance. Therefore, and in response to the call for a practice-oriented analysis, this chapter focuses on what dark-side leaders do in practice, particularly those who hold leadership positions in organisations. We have focused on one aspect of their discursive practices: the terms they use. To do so, we initially elaborated on previous research from a Pakistani perspective; then, to emphasise the cross-cultural dimension of dark-side leadership, we present a case from Colombia taken from an ethnographic work of one of the authors, who lived inside military life for 30 years. Our findings suggest a series of self-reflections for leaders and a framework through which leaders may analyse whether their words are on the dark or bright side.

Pages: 12

The dark side of leaders’ personality traits continues to garner attention in leadership research and practice due to the impact on employees’ well-being and organisational reputation. However, further investigation is required regarding the influence of identifiable personality traits on the leadership process and how organisations can mitigate the effects. This chapter explores the toxic triangle through the theoretical lens of the revised leadership process model. We highlight that dark leadership occurs through the trait activation process and is further entrenched in organisations by destructive leaders, susceptible followers, and a conducive environment. We discuss some lessons for leaders, including the need to establish a culture of checks and balances that protects organisational members from the deleterious effects of dark leadership.

Pages: 12

This chapter examines modern leadership, which can accelerate business progress through a convergent calculative mindset. It can also suppress an individual’s internal tendency for existential meaning, resulting in unethical behaviour. Ethical behaviour has been critically reviewed from the philosophical perspective beyond the prevalent structural approach, such as law-like ethical codes. Findings show ethical leadership cannot be constrained to convergent ethical codes at the structural level. Modern and meaningful leaderships have been conceptualised and compared to demonstrate that ethical leadership is inherently paradoxical and needs both convergent calculative thinking and divergent meditative thinking. Innovative collective action can help individuals to effectively direct paradoxes, resulting in meaningful experiences, psychological well-being, and internal motivation for ethical behaviour.

Pages: 9

The pandemic created one of the greatest leadership disruptions in the digital age leading to some of the biggest challenges organisations have ever faced. Many organisations quickly realised the significance of leadership, utilising its potential to influence employee relationships and organisational processes. But where leadership seeks to take advantage of employees, it can empower a leader’s inclination towards the darker characteristics of their leadership style and increase the risk of employee manipulation. This chapter explores how the pandemic relegated “normal” organisational practices and allowed the potential derailment of ethical approaches. In the aftermath, these practices have escaped being duly reviewed and interrogated. Therefore, what (if any) lessons have been learned in the post-pandemic landscape? Using a supporting case study, the chapter explores how the “dark side” of leadership tends to result in exploitation and the potential implications this can have on employee wellbeing and welfare.

Pages: 98

No chapter abstract available.

Pages: 16

This chapter examines the distinctive characteristics of the dark triad traits and considers how these traits can influence leadership in the family business context. It provides a deeper understanding of the underlying causes of specific behaviours of family business leaders. In this sense, the consequences of how different leadership styles and dark triad traits in owner-managers in family SMEs can shape aspects such as organisational culture, family relationships, and the company’s overall performance. By examining the specific challenges of these companies, this chapter identifies potential avenues for mitigating the negative consequences of these traits. It provides a critical analysis of the implications these elements can have on the work environment and the long-term success of the family business.

Pages: 11

While the dream of success fuels many entrepreneurs, the realities of a competitive capitalist system can push some towards unethical ventures. The capitalist ideal celebrates innovation and wealth creation, however, the relentless pursuit of profit within this system can have a dark side: dark entrepreneurship. This chapter explores the phenomenon of individuals who engage in questionable business practices to achieve financial success, focusing on the ‘push factors’ inherent in capitalism that create a breeding ground for such activities. We analyse the complex relationship between dark entrepreneurs and the capitalist system and how the relentless pursuit of profit, coupled with factors like unemployment, limited access to resources, intense competition, and lax enforcement, incentivise entrepreneurs to bend the rules. While such behaviour can undermine ethical business practices and harm consumers, it can also expose weaknesses in regulations and highlight societal inequalities. Through real-world examples, the chapter considers the motivations and methods employed by dark entrepreneurs within a capitalist framework. We analyse how their actions highlight systemic weaknesses and contribute to a climate of distrust. While acknowledging the innovation potential that can emerge from some dark ventures, the chapter considers possible interventions, including strengthening legal frameworks, adopting a culture of ethical conduct, and ultimately, the need for reforms.

Pages: 17

Assumptions about the Voluntary, Community, and Social Enterprise Sector (VCSE) are of a sector rooted in ethics, values, and morality. Spirituality, philanthropy, and altruism, the core of many major charities’ histories, have created a solid and enduring perception. The term ‘non-profit’ engenders mindsets, attitudes, and lifestyles where people in this sector are generally viewed as ‘good’. Pitch this outlook against headlines about VCSE in the United Kingdom and internationally, where the elderly are harassed for money, children’s funds are misspent, and disadvantaged people in crisis are abused. It is hard to imagine these worlds being the same. We explore the issues that affect the VCSE, particularly charities, creating decision-making and cultures that are, at best, misguided and at worst, have tragic consequences. Consideration of leadership in this chapter includes volunteers and paid employees, from the board to the operational level. This chapter discusses the UK VCSE through the lens of exploitative leadership and unethical pro-organisational behaviour to highlight the importance of context in assessing and understanding ‘darkness’. Key insights from this sector seek to identify unique ‘conditions’ for dark leadership and the dark actions of those within it. We examine behavioural examples from the extremes of the unethical yet unreported to criminal scandals. We aim to stimulate discussion around the VCSE as a unique sector for leadership in general, as well as extend academic considerations of the complexity of dark leadership.

Pages: 12

Leadership is one of the most researched phenomena by management scholars, and practitioners around the world. Despite its widespread usage, universal consensus is lacking in its definitions and attributes. It is, nonetheless, the defining factor in the success or failure of an organisation or a nation. As the complexities of leaders and leadership become more apparent, there is a need for a better understanding of the roles that situations, societies, and relationships play in the growth of leaders, as well as how these elements influence leaders’ trajectory. Questions about leadership expectations, ideal leaders, and what constitutes ideal leadership should be asked and addressed. The dark side of leadership might be assumed as the privation of good leadership, but how do leaders become corrupt and exhibit what we may call dark leadership? This chapter explores the notion of leadership, including its definition, basic leadership standards, and how leaders are developed. I analyse some philosophical paradigms of dark leadership while simultaneously leveraging my experience as an artist and reality TV star to provide my perspective on the dark side of leadership in Nigeria’s arts and entertainment.

Pages: 12

The chapter explores the influence of culture on the manifestation of dark leadership, specifically focusing on the Hofstede cultural dimensions of power distance and collectivism in the Nigerian context. Dark leadership, as characterised by the triad of narcissism, Machiavellianism, and psychopathy, presents significant challenges to organisational outcomes and employee well-being. Understanding the relationship between cultural dimensions and the propensity for dark leadership behaviours is essential to identifying how culture can enable these negative traits. The chapter posits that in African societies, particularly Nigeria, where power distance is pronounced, and collectivism is prevalent, power imbalances may influence relationships, potentially creating conditions conducive to abusive behaviours. To mitigate the potential for such behaviours, several measures can be implemented. These include decentralising power, encouraging a culture of speaking out against abuse, instituting policies to regulate the use of power, creating an organisational culture that discourages abuse, and establishing values that promote openness and respect. By recognising and appropriately managing the dominant culture, organisations can limit the negative effects of dark leadership.

Pages: 7

This chapter explains the significant influence of Kurdish cultural norms on the prevailing leadership style in Iraqi-Kurdistan. The author draws from a variety of sources and evidence-backed opinions. Kurdish culture, known for its emphasis on collective identity, familial bonds, and family connections, plays a crucial role in moulding leadership dynamics. Traditional values like hospitality, honour, and respect for elders significantly influence leadership styles. Furthermore, the historical challenges and struggles of the Kurdish people, including oppression, marginalisation, and the pursuit of self-determination, have influenced leadership approaches characterised by resilience, flexibility, and a profound commitment to the Kurdish cause. This chapter discusses the intersection of Kurdish cultural norms with contemporary leadership theories and practices in Iraqi Kurdistan. An understanding of the intricate relationship between culture and leadership can assist policymakers and organisational leaders in navigating the complexities of governance, decision-making, and other socio-political dynamics within the region. The lessons outlined in this chapter are based on theoretical frameworks as well as practical experiences, to provide leaders in Iraqi Kurdistan with useful insights.

Pages: 10

Dark leadership, a well-established concept in behavioural ethics, has been scrutinised within Western cultural contexts, revealing its detrimental effects, such as turnover, burnout, toxic work environments, and strained relationships. However, a lesser-discussed facet lies in the acceptance and manifestation of dark leadership within Asian cultures. While not openly embraced by employees, the phenomenon has surreptitiously integrated into the fabric of Asian work environments. Despite limited studies, anecdotal evidence and practitioner insights suggest a nuanced deviation from Western norms, highlighting the contextual intricacies prevalent in Asian leadership dynamics. This chapter examines the various manifestations of dark leadership in the Asian context. It provides a comprehensive understanding of the multifaceted nature of dark leadership in Asian settings, shedding light on its implications for organisational dynamics, employee well-being, and societal norms. Through a synthesis of case studies and cultural analysis, this chapter contributes to bridging the gap in the literature concerning the acceptance and impact of dark leadership in non-Western contexts. Ultimately, the aim is to foster a more nuanced approach toward leadership development, organisational management, and ethical decision-making in diverse cultural settings.

Pages: 11

This chapter dives into the world of toxic leadership across different cultures, highlighting its significant impact on organisational health and employee well-being. Toxic environments are often characterised by micromanagement, favouritism, lack of empathy, manipulation, and public humiliation. This chapter interrogates the complexities of leadership in diverse settings. Practical insights and strategies are provided to identify toxic behaviours, promote empathy, and foster open communication and accountability. These steps are crucial for creating a positive work environment.

Pages: 42

No chapter abstract available.

Pages: 15

Digital tools such as virtual assistants, chatbots, facial-recognition software, and project management information systems are actively shaping professional roles inphysical and virtual workplaces. They are heavily aiding managers in their roles, as well as replacing them to a certain degree, leading to a phenomenon referred to as “digital leadership”. Leadership functions may be outsourced to digital tools in a way that causes employees to be instantly supervised by digital tools rather than be directly supervised by their human manager. We refer to this notion as “the invisible manager”. This trend, we argue, might lead to darker, more destructive leadership behaviours. It can make managers omnipresent yet less visible, and it can subject employees to increased surveillance and monitoring. In the context of the Nordic model of work organisation and leadership, we discuss how digital leadership may inhibit participative decision-making, trust, and employees’ decision-making autonomy. We then provide recommendations on how to conduct digital leadership in ways consistent with the principles of the Nordic model.

Pages: 13

Research on the dark side of leadership is gaining ground. Scholars suggest that the manifestation of dark leadership in the workplace may vary across social, economic, and cultural contexts. In March 2022, the hashtag “horrible bosses” trended in Nigeria on the popular social media platform, Twitter (now referred to as “X”). Media reports estimated that 25,000 users responded to the hashtag, causing a short-lived social media frenzy. Employees from different walks of life reported perceived toxic workplaces and dark leadership behaviours. This chapter presents a cursory content analysis of publicly available tweets to assess perceptions and perspectives on dark leadership in Nigeria. The chapter provides a brief overview of dark leadership, presents a content analysis of selected tweets, and concludes with suggestions for leaders.

Pages: 12

In the digital age, social media and online channels enable enterprise leaders to connect with stakeholders, but also open the door for potential misuse through manipulation and misinformation. So, what are the wide-ranging risks and rewards, the benefits and burdens of leader digital engagement? This chapter interrogates these questions by comparing China and the United Kingdom. State-owned enterprise (SOE) executives in China may have the most to deal with, as they must still adapt to the ‘iron triangle’ power dynamics between the Communist Party, the state, and business interests. China’s strong emphasis on high power distance and collectivist cultural values indicate public deference to hierarchical leadership. On the contrary, the UK’s individualistic culture celebrates challenge to authority; its free press is a check, although the growing fragmentation of media makes it prone to manipulation. The chapter examines how culture patterns frame public vulnerability and organisational responsibility toward digital manipulation. It concludes with recommendations for context-specific interventions, from digital literacy to platform regulation to press freedom protections to leadership ethics training, to reduce the risks of exploitation while maximising the benefits of technology across cultures.

Pages: 48

No chapter abstract available.

Pages: 14

It is established that dark leadership impairs organisational integrity, erodes public trust, and diminishes operational effectiveness. The chapter reviews the endemic problem of dark leadership in the public sector, its manifestations, consequences, and lessons for leaders. Identifiable practices of public institutions are leveraged to discuss the negative implications of unethical attributions on organisational functioning. It identifies upholding ethical standards, fostering transparency, and ensuring robust accountability as mitigation measures against the risk of unethical behaviour. The chapter advocates a culture of integrity, continuous ethics and compliance training, protection for whistleblowers, and optimal internal controls are essential in sustaining ethical leadership. The insights provided are notable for a cross-section of leaders to achieve effective governance and resilient institutions.

Pages: 9

Integrity is adhering to ethical principles, moral values, and honesty. Leaders with integrity make decisions based on what is right rather than what is popular or convenient. People are drawn to leaders with integrity because they know that they can be trusted to do what is right, even when the going gets tough or when no one is watching. Integrity is paramount in leadership, an integral component of a good leader is reflected in the qualities of self-awareness, courage, respect, compassion, and resilience. Leaders with integrity do what is morally and ethically right and avoid questionable practices. In this light, leadership devoid of integrity is indicative of the dark side. Ultimately, this strand of leadership fails because people eventually recognise the dangers of following someone untrustworthy. This chapter explores identifiable factors associated with integrity-deficient leaders and details important lessons.

Pages: 8

This chapter examines the potential of self-awareness to address the negative aspects of leadership. One of the key aspects of self-awareness is the ability to recognise one’s flaws, biases, and limitations. Applying this to the dark side of leadership results in the acknowledgement of negative tendencies, leading to personal growth and the promotion of ethical and responsible leadership. This introspective approach allows leaders to develop strategies that will help them avoid potential pitfalls or establish mechanisms to keep their darker tendencies under control. The chapter argues that self-awareness is a remedy that can ameliorate the dark side of leadership.

Pages: 13

Dark leadership poses a pervasive and multifaceted challenge in contemporary corporate environments, threatening the well-being and success of organisations. This chapter provides a nuanced understanding of the contextual factors shaping the emergence of dark leadership traits. It would also integrate critical analysis of intersectionality theory, offering a lens to comprehend the interconnectedness of various systems of power and the necessity for contemporary interventions and strategies that pivot cultural shifts. Within this context, the interventionist paradigm will challenge perfunctory compliance, emphasising proactive and deliberate interventions that address challenges. Thus, placing greater priority on strengthening the foundation of value-based leadership, leveraging the pillars of transformative interventionism, and anchoring moral imperatives that prioritise the well-being of stakeholders and society. The aim is to advance the understanding of positive leadership behaviour and the impact of embracing transformative interventionist strategies. These include training and development initiatives, indigenous approaches, and the re-engineering of organisational culture to cultivate ethical leadership.

Pages: 2

This compendium has brought together a diverse array of perspectives, case studies, and theoretical insights, all shedding light on the shadowy aspects of leadership. The various contributions have highlighted the complexity of dark leadership, illustrating how personality traits, cultural contexts, and organisational environments can converge to create toxic leadership dynamics. From the exploration of destructive and narcissistic leaders to the examination of abusive supervision and corporate psychopathy, our contributors have provided a comprehensive overview of the different forms of dark leadership.