The Dark Side of Leadership Practices: Variations across Asia

One pot sets another boiling: A case of social learning perspective about leader self-serving behaviour and followers self-serving counterproductive work behaviour

“…Dark leadership behaviours like self-serving leadership are more prevalent in Asian countries and there is a clear need to study such underexplored areas of research in this region [ 5 ]. Although, various organizational scandals like the Famous Enron Scandal [ 6 ] indicate that it is a long-held global phenomenon but the investigation of self-serving leadership in Pakistani service sector organizations is worth investigation due to the dearth of empirical evidence from this region [ 5 ]. It has been evidenced that dark leadership is more prevalent in cultures that are characterized by high uncertainty avoidance, collectivism, and high power distance [ 7 ].…”

“…At the primary level, distortions take the form of self-centred attitudes and beliefs, whereas at the secondary level distortions are characterized as rationalizations that neutralize the moral consciousness and avoid the loss of self-image [ 19 ]. Self-serving cognitions are biased ways of giving meaning to experiences that lead to wrong and aggressive behaviours[ 5 ]. There are four main categories of self-serving cognitive distortions that include Self-Centred, Blaming Others, Minimizing/Mislabeling, and Assuming the Worst.…”