The Dark Side of Leadership

The dark side of leadership is defined as “an ongoing pattern of behaviour exhibited by a leader that results in overall negative organisational outcomes based on the interactions between the leader, follower and the environment”, Semann & Slattery, leadership coaching consultants.

That’s a mouthful! But spectacular organisations like WorldCom, Enron and Lehman Bros have shown the dark side of leadership as much as our very own 1MDB. Between 50-70% leaders do not perform well or experience leadership failure (Hogan & Kaiser, 2005). Most leadership literature focuses on heroic leaders or those exhibit traits, characters that one would emulate to improve an organisation. Few focus on flawed character, incompetence or unethical behaviour.

Leaders may exhibit the dark side of leadership due to a range of factors. Kellerman (2004, 2005) argues that ineffective or unethical leadership is the cause. Others argue that it is a personality disorder (Benson & Hogan, 2008; Goldman, 2006); corruption of charisma; lack of emotional intelligence (Hogan & Hogan, 2002) or just non-leadership. Regardless, long-term outcomes are largely negative and may result in workplace bullying, harassment, decreased productivity, conflict, theft and unethical behaviour.

Kellerman argues that leaders who are incompetent have a cautionary approach to organisational growth and fail to deliver. Inertia may lead to significant damage when external shocks paralyse response. Charisma and narcissism can also poison organisations. Charismatic leaders who exhibit dark side of leadership can become blinded by their own vision and power. Narcissism has four main themes – entitlement; arrogance; self-absorption; and, authority. These connected with abuse of power and lack of empathy create a toxic culture. That’s seen in Governments led by authoritarian, autocratic leaders or companies owned by self-absorbed individuals or select family groups.

By understanding the dark side of leadership from past failures, current leaders then have an ability to limit long-term negative outcomes for stakeholders and organisations. And then perhaps try to change the result by renewal and transformation.

Reference:

Colin Slattery, The Dark Side of Leadership: Troubling Times at the Top, Semann & Slattery