Discussion: View Thread

Dear colleagues

FYI, additional conceptions of dysfunctional/sham/fake leadership kindly brought to my attention by colleagues on this list, in response to my query below, are as follows:

Arrogant Leadership

•        Johnson, R. E., Silverman, S. B., Shyamsunder, A., Swee, H. Y., Rodopman, O. B., Cho, E., & Bauer, J. (2010). Acting superior but actually inferior?: Correlates and consequences of workplace arrogance. Human Performance, 23(5), 403-427.

•        Silverman, S. B., Johnson, R. E., McConnell, N., & Carr, A. (2012). Arrogance: A formula for leadership failure. The Industrial-Organizational Psychologist, 50(1), 21-28.

Aversive Leadership

•        Thoroughgood, C. N., Hunter, S. T., & Sawyer, K. B. (2011). Bad apples, bad barrels, and broken followers? An empirical examination of contextual influences on follower perceptions and reactions to aversive leadership. Journal of Business Ethics, 100(4), 647-672.

•        Liu, D., Liao, H., & Loi, R. (2012). The dark side of leadership: A three-level investigation of the cascading effect of abusive supervision on employee creativity. Academy of Management Journal, 55(5), 1187-1212.

Dark side of (transformational) Leadership

•        Conger, J. A. (1990). The dark side of leadership. Organizational dynamics, 19(2), 44-55.

•        Haynes, K. T., Hitt, M. A., & Campbell, J. T. (2015). The dark side of leadership: towards a mid‐range theory of hubris and greed in entrepreneurial contexts. Journal of Management Studies, 52, 479-505.

•        Hogan, R., & Hogan, J. (2001). Assessing leadership: A view from the dark side. International Journal of Selection and Assessment, 9(1‐2), 40-51.

•        de Vries, M. F. K. (2006). The spirit of despotism: Understanding the tyrant within. Human Relations, 59(2), 195-220.

•        de Vries, M. K., & Balazs, K. (2010). The shadow side of leadership. In F. Bournois, J. Duval-Hamel, S. Roussillon, and J-L. Scaringella (Eds.), Handbook of Top Management Teams (pp. 183-190). Palgrave Macmillan UK.

•        Tourish, D. (2013). The dark side of transformational leadership: A critical perspective. London: Routledge.

Destructive Leadership

•        Krasikova, D. V., Green, S. G., & LeBreton, J. M. (2013). Destructive leadership a theoretical review, integration, and future research agenda. Journal of Management, 39(5), 1308-1338.

•        Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176-194.

•        Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.

Exploitative Leadership

•        Schmid, E. A., Verdorfer, A. P., & Peus, C. (in press) Shedding light on leaders' self-interest: Theory and measurement of exploitative leadership. Journal of Management  

Narcissistic Identification

•        Galvin, Galvin, B. M., Lange, D., & Ashforth, B. E. (2015). Narcissistic organizational identification: Seeing oneself as central to the organization's identity. Academy of Management Review, 40(2), 163-181.

Petty Tyranny

•        Ashforth, B. (1994). Petty tyranny in organizations. Human relations, 47(7), 755-778.

•        Ashforth, B. E. (1997). Petty tyranny in organizations: A preliminary examination of antecedents and consequences. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 14(2), 126-140.

Pseudo-Transformational Leadership

•        Barling, J., Christie, A., & Turner, N. (2008). Pseudo-transformational leadership: Towards the development and test of a model. Journal of Business Ethics, 81(4), 851-861.

•        Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10, 181-217.

•        Christie, A., Barling, J., & Turner, N. (2011). Pseudo‐Transformational Leadership: Model Specification and Outcomes1. Journal of Applied Social Psychology, 41(12), 2943-2984.

Toxic Leadership

•        Reed, G. E. (2004). Toxic leadership. Military Review, 84(4), 67-71.

Thanks again to each of you who contributed these valuable, additional perspectives.

Peter

From: Peter Heslin
Sent: Monday, 29 May 2017 9:51 PM
To: ob@aomlists.pace.edu
Subject: Conceptions of dysfunctional/sham/fake leadership

Dear Colleagues

I am interested in how dysfunctional or sham/fake leadership has been conceptualized.  Can you please let me know at heslin@unsw.edu.au what concepts or literatures come to mind besides these:

•        Abusive supervision (Tepper, 2000)

•        Dark Triad (ie narcissism, psychopathy and Machiavellianism; Mathieu et al., 2014; Paulhus & Williams, 2002)

•        Destructive leadership (Collins, & Jackson, 2015; Einarsen, Aasland, & Skogstad, 2007)

•        Laissez-faire leadership (Lewin, Lippitt, & White, 1939; Skogstad et al., 2007)

•        Personalised power (McGregeor, 1970)?

I'll collate and share back with the list whatever is shared by the end of this week,

Many thanks!