Bulkan / Higgs Dark Leadership

Navigating Toxic Organisations and Transformational Change
Erscheinungsjahr 2025
ISBN: 978-3-031-97103-7
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 230 Seiten

Reihe: Progress in Mathematics

This book addresses dark leadership and its toxic consequences for individuals and organisations. It explores how business transformation and organisational change can create dehumanising work environments, where performance is pushed beyond sustainable levels and leadership become rigid, exploitative, and harmful.

Through a critical review, case studies, and real-world examples of dark leadership concept, the book examines dark leadership styles such as Narcissistic, Psychopathic, Machiavellian, Toxic, and Exploitative, and how these behaviours often emerge in both senior and middle management. It offers insight into the ways external pressures are internalised by leaders and translated into damaging expectations for individuals and teams.

Chapters guide the reader through recognising the signs of dark leadership, understanding its psychological and organisational impact, and developing practical strategies for resistance, resilience, and change. This book is a valuable resource for leaders, consultants, students, and academics seeking to better understand the darker side of leadership and navigate complex, high-pressure organisational contexts with greater awareness and integrity.

Zielgruppe

Research

Autoren/Hrsg.

Bulkan, Sinem

Higgs, Malcolm

Inhaltsverzeichnis

Part 1. The Changing Landscape.- 1. The changing environment for business.- 2. Corporate failures and scandals.- 3. Developing thinking on leadership.- 4. The emergence of interest in ethical and responsible leadership.- Part 2What is Dark leadership and Overview of the Styles.- 1. Dark Leadership.- 2. Dark Triad.- 3. Psychopathic Leadership.-  4. Narcissistic Leadership.- 5. Toxic Leadership.- 6. Exploitative Leadership.- 7.  Abusive Supervision.- Part 3 Identifying Dark Leadership.- 1. Measurement in the Work context.- 2. Traits and behaviours.- 3. Employee perceptions.- Part 4 Antecedents.- 1.    Individual Factors.- 2. Organisational Factors.- 3. Power and Complexity.- Part 5 Consequences of Dark Leadership.- 1. Consequences for individuals.- 2. Consequences for groups and teams.- 3. Consequences for organisations.- 4. Consequences for the sustainability and business transformation.- Part 6 Avoiding and mitigating Dark Leadership.- 1. Identifying the problems early.- 2. The role of organisational culture.- 3. Actions in terms of people management systems and processes.- Part 7Practical Implications.- 1. How to spot it?.- 2. How to stop it?.- 3. How to avoid it?.- 4. How to change it?.-5. Fixing a toxic leadership culture at workplace.

Über Autor(innen)

Dr Sinem Bulkan is a Lecturer in Leadership at Henley Business School, University of Reading. Before her academic career, she worked in managerial roles in automotive and education sectors. Her research explores dark leadership and its impact on individual and organisations. With a PhD in Organisational Behaviour, she combines academic rigour and managerial experience to inform transformative leadership education and scholarship.

Malcolm Higgs  is a Professor of Leadership at Birmingham City University Business School and an Emeritus Professor at Southampton University. Before moving into academia, his experience was in HR both as a director and consultant. He is a chartered occupational psychologist and has developed assessment tools for Emotional Intelligence and Emotionally Intelligent Leadership as well as publishing extensively in both academic journals and books.