Analyzing Bad Leadership Through a Critical Leadership Theory Lens

Chandler, Jennifer L. S.

doi:10.1007/978-3-030-65025-4_19

Cited by 4 publications

(2 citation statements)

References 25 publications

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“…At the end of the day, the simplest definition of leadership might be: ‘having followers’. This, in any case, is the departure point of those critical authors who move the emphasis to leadership as an emergent property of groups (Ritchie et al, 2006; Spillane 2006; Curral et al, 2016; Thomas et al, 2013; Chandler 2021; Little and Bendell, 2021). This theory is more mindful of context – a natural emanation of dispensing of the idea of the agentic leader who directs from the centre - but it also suffers from being valid in certain constrained contexts only.…”

Section: Theoretical Counterpointsmentioning

confidence: 99%

Leader-in-context and historical leadership research

Sanders

2023

Leadership

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Context remains an undervalued property in leadership studies (LS). After diagnosing some of the reasons for the dominance of leader centrism in LS, the article turns its attention to remedies. In doing so, it outlines a formula for what should be the prime lens in LS: the way in which leader and context interact, and how this is related to outcomes. Arguing that this leader-in-context is key to the understanding of leadership, the article suggests turning to history for modelling. As a discipline, history is well-suited to providing answers as to which part in specific outcomes are attributable to contextual factors, and which part belongs to the leader. The suggested method of leader-context attribution turns around comparative research and hermeneutics, supplemented by a dose of contrarianism. This allows for the determination of leitmotifs, two of which - context dependency and leadership as an organizational process that leverages collective force - are sketched in detail, through the use of case study material. Another fixture of the historical method that can be put to good use in investigating leader-context is kairos - the capacity to recognize, choose and capitalize on the opportune moment, and maintain momentum. The article concludes with a brief outlook on research desiderata; on how to take this new historical perspective in LS to the next level of scientific probity; and on the obstacles that stand in the way of this agenda.

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Section: Theoretical Counterpointsmentioning

confidence: 99%

Leader-in-context and historical leadership research

Sanders

2023

Leadership

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“…Previously, researchers have discussed darker aspects in many forms such as toxic leadership [9,10,11], exploitative leadership [12,13,14], Destructive Leadership [15,16,17], Autocratic Leadership [7,15,18], unethical leadership [19,20,21], bad leadership [22,23], etc. This paper will study two of these darker aspects of leadership, i.e., Aversive Leadership and Autocratic Leadership, in Pakistan's context.…”

Section: Introductionmentioning

confidence: 99%

Consequences of Aversive and Despotic Leaders on the Psychological Contract of Public Sector Nurses

Kayani¹,

Alasan²,

Mehmood³

et al. 2021

Journal of Southwest Jiaotong University

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Destructive leadership research is neither much studied by the researchers, nor their styles are studied together in the previous literature. This paper adds aversive and autocratic leadership (two shades of destructive leadership) to the investigation, particularly the Pakistani context, which has not been studied before. This paper further proposes that psychological contract breach (PCB) results from the aversive and autocratic leadership due to their destructiveness. The model also gets its support from the COR theory by [47]. People with proactive personalities were hypothesized to moderate the two relations. However, the results supported only two hypotheses. However, the moderation effect was found to be insignificant. It is a cross-sectional study. The data for the current study were collected from 386 nurses working in the public sector hospitals by questionnaires. Quota and convenient sampling techniques were used for the person. In addition to limitations and suggestions for future researchers, the theoretical and practical implications are also provided conclusively. Limitations to the study and suggestions for future examination alongside theoretical and practical implications are also stated.

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Machtaspekte und Machtdynamiken – blinde Flecken in der Führungsentwicklung

Kleinhuber

2023

Organisationale Machtbeziehungen Im Wandel

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Analyzing Bad Leadership Through a Critical Leadership Theory Lens

Cited by 4 publications

References 25 publications

Leader-in-context and historical leadership research

Leader-in-context and historical leadership research

Consequences of Aversive and Despotic Leaders on the Psychological Contract of Public Sector Nurses

Machtaspekte und Machtdynamiken – blinde Flecken in der Führungsentwicklung

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