Toxic Leadership

Toxic Leadership: Research and Cases aims to understand how toxic leadership emerges, how leaders can spot toxic leadership within their organizations, and discuss what they can do to stop toxic leaders from destroying organizational value.

Toxic Leadership: Research and Cases presents research and cases on toxic leadership that emerged from qualitative research on the followers of toxic leaders. The goal is to help students, researchers, and academics understand how toxic leadership emerges, how leaders can spot toxic leadership within their organizations, and discuss what they can do to stop toxic leaders from destroying organizational value.

The book pulls together various theories, models, and names (e.g., bad leadership, destructive leadership) for toxic leadership. The authors cover how power, culture, personality disorders, and followers contribute to the toxic leadership phenomenon. Readers will learn how toxic leaders impact organizations, the types of toxic leaders, signs of toxic leaders, and the environments they create. The authors share case studies for each toxic leader type to illustrate themes, coping strategies, and organizational outcomes. Each case is accompanied by a series of questions for reflection, study, and leadership development.

This book will be useful for students, researchers, and academics to help uncover signs of toxic leaders that are often hidden from upper management. It will also be helpful for leaders to develop organizational strategies and for followers to develop coping strategies.

Autorentext

Steven M. Walker holds a PhD degree in Leadership Studies from Gonzaga University in Spokane, Washington.

Daryl V. Watkins is an educator and US Navy Combat Veteran with a background in higher education, public transportation, information technology management, and military aviation.

Klappentext

Toxic Leadership: Research and Cases aims to understand how toxic leadership emerges, how leaders can spot toxic leadership within their organizations, and discuss what they can do to stop toxic leaders from destroying organizational value.

Inhalt

1: Introduction 2: Toxic Leader Definitions 3: Power 4: Personality Disorders 5: Followers 6: Culture 7: Model 8: Aberrant Behavior Cases 9: Abuse of Power Cases 10: Egocentric Cases 11: Emotional Dysregulation Cases 12: Ineffective Leadership Cases 13: Moral Corruption Cases 14: Coping Strategies Cases 15: Conclusion