The sources of leader violence: A comparison of ideological and non-ideological leaders

The many (distinctive) faces of leadership: Inferring leadership domain from facial appearance

“…These include business leaders, military leaders, political leaders, sports leaders, and leaders of social movements (Eubanks et al, 2010;Hunter, Cushenbery, Thoroughgood, Johnson, & Ligon, 2011;Ligon, Hunter, & Mumford, 2008;Mumford et al, 2007). In the current study, we focused on the first four categories for the following reasons: (i) there is significant precedence for studying leadership in these domains; (ii) they represent distinct categories of leadership; (iii) these individuals clearly engage in leadership activities; (iv) most leaders in these domains are not recognizable to the average person; (v) photos of these leaders are readily available; (vi) the majority of these leaders (in the U.S.) belong to the same broad demographic category (middle-aged and older Caucasian males), so one cannot merely rely on obvious cues, such as age, ethnicity, or gender, to distinguish them.…”

Leadership, Identity, and Ethics

“…In the face of ongoing revelations about misbehavior in organizations by both workers (Brown 2000(Brown , 2005Greenberg 1990) and leaders (Ashforth 1994;Mumford et al 2007Mumford et al , 2008Tepper 2000) and by corporate actors (Brown 2004;Donaldson 1989) and politicians (Brown and Jones 2000) there is a continuing need to reappraise the agenda for research on ethics and identities. Perhaps surprisingly, relatively little of the huge volume of extant works on unethical, ''dark side'' and misbehavior in and around organizations has centered on identity issues.…”

“…Leaders' aspirations, relationships to others, day-today practices, decisions, and behaviors have all been shown to have a moral component. We know that leaders can commit unethical acts either intentionally or unintentionally (Eubanks and Mumford 2010;Mumford et al 2007Mumford et al , 2008, but outstanding questions remain as to the role of identity in decisions that are made. Exploring these issues may include delving into leaders' early life and early career experiences in the formation of identity (Ligon et al 2008), or instead, studying leadership theories and training sessions as attempts to shape, regulate, and control managers' identities as ethical beings (Waples et al 2008).…”

Bad Apples, Bad Barrels, and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership

“…Indeed, empirical evidence suggests that contextual factors play an important role in creating such environments. For example, Mumford et al (2007) found in a histriometric analysis of 80 historically prominent leaders that institutional sanctioning of violence, group insularity, and environmental corruption all differentiated violent from non-violent leaders. They concluded that contextual factors play a lead role in the emergence of violent leaders and create the potential for expression of their violent tendencies.…”