Apologies for cross-posting
When Leadership Goes Wrong -Destructive Leadership, Mistakes, and
Ethical Failures
Dear colleagues,
we advertised a call for paper for this book last year and got a lot of
responses via the AOM lists. The book is now due to be published. We
wanted to thank everybody who showed their interest and tell you what
the result looks like. Please see a brief description and the table of
contents below.
Regards, Birgit
When Leadership Goes Wrong -Destructive Leadership, Mistakes, and
Ethical Failures
Edited by Birgit Schyns, University of Portsmouth and Tiffany
Hansbrough, Baldwin-Wallace College
The leadership landscape has begun to shift. Researchers have started
to realize that previous conceptualizations of leadership that focus
only on the positive aspects of leadership are too narrow and may
represent a romantic notion of leadership. A growing body of inquiry has
emerged with a focus on the darker
side of leadership. Allowing for the possibility that leaders can also
do harm, either intentionally or
unintentionally, broadens the scope of leadership studies and serves to
increase the practical implications of
leadership research. This book brings together contributions by
scholars from several different countries
addressing topics such as narcissistic and destructive leadership,
ethical leadership and leader errors.
“Most leadership research has been dominated by a positive,
constructive perspective: namely,
that leaders are a source of good, and that their efforts, when
effective, produce positive outcomes. This book is perhaps the most
comprehensive effort to date that challenges this perspective. I cannot
think of a topic more deserving of a book, nor of a book better suited
to address this vital topic. I recommend it not only to every researcher
interested in leadership, but to all those interested "dark side"
processes that operate in all organizations.” --Timothy A. Judge,
University of Florida, USA
CONTENTS: Preface, Robert Liden. Overview, Birgit Schyns and Tiffany
Hansbrough.
PART I: DESTRUCTIVE LEADERS. Goal Setting as an Antecedent of
Destructive Leader Behaviors, Mary Bardes and Ronald F. Piccolo.
Destructive Leadership: The Role of Cognitive Processes, Dawn L. Eubanks
and Michael D. Mumford. The Environment of Destructive Leadership, Paul
W. Mulvey and Art Padilla. Understanding The Causes of Destructive
Leadership Behavior: A Dual-Process Model, Mo Wang, Robert Sinclair, and
Marilyn Nicole Deese. Ignoring the Signposts: A Process Perspective of
Unethical and Destructive Leadership, Diane J. Chandler and Dail Fields.
The Nature, Prevalence, and Outcomes of Destructive Leadership: A
Behavioral and Conglomerate Approach, Ståle Einarsen, Anders Skogstad,
and Merethe Schanke Aasland.
PART II: ABUSIVE SUPERVISION. Making Sense of Abusive Leadership: The
Experiences of Young Workers, Gina Grandy and Alison Starratt.
Explaining Hostile Actions: Integrating Theories of Abusive Supervision
and Conflict Asymmetry, Sonja Rispens, Ellen Giebels, and Karen A. Jehn.
Negative Emotion-Positive Outcomes: A Study Of Construction Project
Managers, Dirk Lindebaum.
PART III: TOXIC LEADERSHIP, NARCISSISM, AND (UN)ETHICAL LEADERSHIP. The
Corporate Reflecting Pool: Antecedents and Consequences of Narcissism in
Executives, Dean B. Mcfarlin and Paul D. Sweeney. Tango in the Dark: The
Interplay of Leader’s and Follower’s Level of Self-Construal and its
Impact on Ethical Leadership, Suzanne Van Gils, Niels Van Quaquebeke,
and Daan Van Knippenberg. Leadership Corruption: Influence Factors,
Process, and Prevention, Jenny S. Wesche, Daniel May, Claudia Peus, and
Dieter Frey.
PART IV: LEADER ERRORS AND FAILURE. Leaders’ Personal Experience and
Response To Failure: A Theoretical Framework and Initial Test, Kathleen
Boies, Melanie Ann Robinson, and Maria Carolina Saffie Robertson. The
Paradoxical Role of Moral Reasoning in Ethical Failures in Leadership,
Te
rry L. Price. Understanding the Antecedents of Leader Unitentional
Errors: A Multilevel Perspective, Samuel T. Hunter, Brian W. Tate,
Jessica L. Dzieweczynski, and Lily Cushenbery. To Err is Human, To Lead
is Divine? The Role of Leaders In Learning from Workplace Mistakes,
Bi-Hong Deng, Michelle C. Bligh, and Jeffrey C. Kohles.
PART V: ATTRIBUTIONAL PROCESSES. The Effect of Leader-Follower
Incongruence and Cognitive Processes on Perceptions of Leader Adversity,
Beata Pawlowska, Susanne Braun, Claudia Peus, and Dieter Frey. Heroic
Illusions: How Implicit Leadership Theories Shape Follower Attributions
About Poor Leader Performance, Tiffany Hansbrough and Birgit Schyns.
About the Authors.
IAP - Information Age Publishing, PO Box 79049, Charlotte, NC 28271
tel: 704-752-9125 fax: 704-752-9113 URL:
www.infoagepub.com
Publication Date: 2010
Dr. Birgit Schyns
Reader in Organisational Behaviour
Associate Editor British Journal of Management
Associate Editor European Journal of Work and Organizational
Psychology
University of Portsmouth
Portsmouth Business School
Richmond Building
Portland Street
Portsmouth, PO1 3DE, UK
E-Mail:
birgit.schyns@port.ac.uk