When Leadership Goes Wrong

Destructive Leadership, Mistakes, and Ethical Failures

Edited by:
Birgit Schyns, University of Portsmouth
Tiffany Hansbrough, Baldwin-Wallace College

Published 2010

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.

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, Terry 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.

REVIEWS
"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