Dark Sides of Organizational Behavior and Leadership最新文献

{"title":"The Havoc of Good Intentions: Destructive Leadership through the Gender Lens","authors":"Irja Malmio, S. Nilsson","doi":"10.5772/INTECHOPEN.81539","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.81539","url":null,"abstract":"One important objective of the Swedish Armed Forces, which is expressed in the plan for implementing gender mainstreaming from 2015, is to increase the number of women in the organization and espec ...","PeriodicalId":140430,"journal":{"name":"Dark Sides of Organizational Behavior and Leadership","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117247037","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Dynamic Capabilities for People-Centric Management in Turbulent Times","authors":"H. Nold","doi":"10.5772/INTECHOPEN.75667","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.75667","url":null,"abstract":"We have all observed examples of poor leaders who exhibit dark side behaviors like destructive and negative leadership, narcissism, greed, and more. Sometimes it seems like some powerful Sith Lord from Star Wars has seduced managers and leaders to the Dark Side of The Force. Powerful forces inside and outside of the organization combined with the leader's personality traits can combine to bring out the dark side of many managers and leaders. The question becomes, can a management structure be created to combat the Sith Lord to make good leaders Jedi Knights and steer weaker leaders toward the good side of The Force. We believe that a people-centric approach to management design can do exactly that, but it is not easy. Developing the dynamic capabilities needed for a people-centric approach to management requires reflection and objective evaluation of many intangible, unseen, forces that are constantly at work in all organizations. Readers of this chapter are exposed to a model for people-centric management and asked probing questions to encourage them to consider many elements of a dynamic people-centric organization. I hope that with reflection, readers can gain insight into their organizations and find ways to develop Jedi Knights to defeat the evil Sith Lord.","PeriodicalId":140430,"journal":{"name":"Dark Sides of Organizational Behavior and Leadership","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127708383","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Toxic Leadership: The Most Menacing Form of Leadership","authors":"Nivedita Singh, S. Sengupta, S. Dev","doi":"10.5772/INTECHOPEN.75462","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.75462","url":null,"abstract":"Recent misuses of power in politics, corporate and religious arena have invigorated interest in dark side of leadership. This chapter sheds light on a menacing type of dark leadership--toxic leadership. Owing to the dearth of a comprehensive delineation of \"toxic\" leadership from its related phenomena, this chapter addresses the paucities and clarifies the nature, process, reasons and consequences of \"toxic\" leadership. It reviews, summarizes and integrates the existing literature on toxic leadership to draw nomological distinctions amongst different constructs of dark leadership and eventually presents stimulators and behavioral symptoms of toxic leadership. Few contemporary myths and detoxification measures are discussed to combat toxicity in a leader for a sustainable organization. The goal of the chapter is to reach our readers' curiosity, enhance their frame of reference and bring new insights to educate them by providing guidelines and awareness about toxic leadership.","PeriodicalId":140430,"journal":{"name":"Dark Sides of Organizational Behavior and Leadership","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124232575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Dark Side of Leadership in Educational Setting","authors":"S. Arif","doi":"10.5772/INTECHOPEN.78790","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.78790","url":null,"abstract":"Einstein said that darkness is absence of light. It is assumed that absence of leadership or misappropriation of leadership characteristics and behaviors results in Dark leadership, and it is the system that produces a culture in which dark side of leadership becomes acceptable. In this chapter, I would be exploring the role of middle leadership (school heads, district education officers, and administrative officers) of school education depart - ment in Punjab. The chapter is based upon a qualitative study with in-service school teachers and school heads. The critical incident technique was used to collect data, and interpretive analysis was used to interpret data at various levels from coding to themes generation and interpretation of the phenomenon, dark side of leadership. Goleman’s Dark Triad comprising, authoritarian, narcissistic, and psychopathic, provide theoretical basis of the analysis. The results are shared in a story form progressively supplemented with the evidence generating discourse about the dark side of leadership in the educational settings of Punjab. The study acts like a mirror shedding lights into the deep and dark corners of leadership making them aware of their creepy existence and challenging them to create meaningful acceptance for themselves by coming into light and leaving the dark behind. month result 70%, but of appreciating me head this. This unbearable for Harsh and personal attacks with a rude behavior are obviously an attack on the self-esteem of any teacher. had disclosed that seniority is very much celebrated attribute in Pakistani schools. Most of the conflicts among teachers are about seniority and personal worth in terms of work experience and not diversity of knowledge; it seems all knowledge and experience is about managing negative attitudes of others, how to bear insults and injustice and how to tolerate degradation and zero appreciation of your hard work. There is a long and hard way to go to earn respect from other colleagues. Some young teachers complained that they are more qualified than head teachers especially in case of freshly hired teachers who are MPhil. Their high qualification is often ridiculed, targeted to make them realize that they don’t know enough and they are not doing things right, so that they can be disciplined unless someone is related to any high ranked officer or has some strong political connection. fit of verbal abuse, not at all mindful of the stress and tension they cause to teachers and staff. They only care about their own self-fulfillment, “Cruellas” they are indeed keeping only a few in their good books. They are moody and selfish; their behaviors keep swinging between favorable and unfavorable; a short time interest they develop for their ulterior aims and then through them away like used tissue papers. One remains in suspicion always whether I am a friend or a foe?","PeriodicalId":140430,"journal":{"name":"Dark Sides of Organizational Behavior and Leadership","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122922298","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Situational Incompetence: An Investigation into the Causes of Failure of a Large-Scale IT Project","authors":"D. Carlton","doi":"10.5772/INTECHOPEN.76791","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.76791","url":null,"abstract":"Information technology (IT) projects in the government (public) sector experience significant challenges. Despite decades of research, the adoption of formal methods, the use of external suppliers and packaged software, these remediation attempts have not","PeriodicalId":140430,"journal":{"name":"Dark Sides of Organizational Behavior and Leadership","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125792633","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"We Are Asking the Wrong Question about Leadership: The Case for ‘Good-Enough’ Leadership","authors":"Tom Karp","doi":"10.5772/INTECHOPEN.74842","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.74842","url":null,"abstract":"This chapter presents the argument that leadership is not always effective, even though we know a great deal about what makes leadership effective. Consequently, we are ask ing the wrong question when we inquire into what makes leadership effective. A more interesting question is that when we know so much about effective leadership, why are leaders sometimes unable to exercise effective leadership? Why do not they do as they should? The answer discussed here is that leadership is often ineffective because people are imperfect, including leaders. Therefore, there are individual and organisational bar - riers to effective leadership, as well as constraints in the environment. Better education and training programmes for leaders, as well as more robust and transparent methods of recruitment and selection of leaders, may remedy this to some extent. But it is perhaps more important to accept the fact that leadership is often ineffective and that we should settle for ‘good enough’. This perspective offers us the opportunity to investigate the barriers to effective leadership and what may be done to reduce them. This is a better way forward for researchers and practitioners than the present dominating focus within leadership literature on unobtainable ideals involving flawless acts carried out by perfect human beings operating in rational organisational environments.","PeriodicalId":140430,"journal":{"name":"Dark Sides of Organizational Behavior and Leadership","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122248607","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Negative Leadership in Architectural Design Offices","authors":"E. Kasapoğlu","doi":"10.5772/INTECHOPEN.75445","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.75445","url":null,"abstract":"Building projects performed by a design team, which include the architectural, struc- tural, and building services teams. The success of the project depends on the performance of each team. When a large number of people are working on a project, a high level of successful teamwork is required. As in all teams, an architectural design team needs a leader and, in this case, the owner of the office is the formal leader of the design team. Generally, architects are leaders of both the architectural design team and the design team. As the leader of both groups, the relationship between the leader architect and the groups directly related to the project’s success. If the personal objectives of every team member united with the team objectives, members will be more eager to achieve the team objectives. The behaviors of the lead architect are important factors in the performance of the design team in a construction project. The purpose of this study is emphasizing the importance of leadership in architectural design teams. The chapter will mainly focus on the effects of negative leadership on architectural design offices and on how leadership behaviors affect the performance of the design team.","PeriodicalId":140430,"journal":{"name":"Dark Sides of Organizational Behavior and Leadership","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124251005","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Dark Side of Service Leaders","authors":"D. Shek, P. Chung, Diya Dou","doi":"10.5772/INTECHOPEN.75086","DOIUrl":"https://doi.org/10.5772/INTECHOPEN.75086","url":null,"abstract":"The rapid growth of service economies calls for effective service leaders. According to Po Chung (Co-founder of DHL International and Chairman Emeritus of DHL Express (Hong Kong) Limited), effective service leaders should possess competence, character and care (3Cs). In addition, a lack of these qualities constitutes the dark side of service leadership. In this chapter, the dark side of service leadership is examined at three levels. First, “viruses” in leadership are examined through the lens of the Service Leadership Theory. Second, attributes of the dark side of leadership with particular reference to problems in compe - tence, character and care based on the existing scientific literature are outlined. Finally, the dark side of service leadership with reference to Confucian virtues is addressed.","PeriodicalId":140430,"journal":{"name":"Dark Sides of Organizational Behavior and Leadership","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131103531","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}