Fifty Shades of Darth Vaders in Organizations: An Overview of Destructive Leadership


Ok A. B. , Göncü-Köse A., Toker Gültaş Y.

in: Destructive Leadership and Management Hypocrisy: Advances in Theory and Practice, Selin Metin Camgöz,Özge Tayfur Ekmekci, Editor, Emerald Ink Publishing, Bradford, pp.35-48, 2021

  • Publication Type: Book Chapter / Chapter Vocational Book
  • Publication Date: 2021
  • Publisher: Emerald Ink Publishing
  • City: Bradford
  • Page Numbers: pp.35-48
  • Editors: Selin Metin Camgöz,Özge Tayfur Ekmekci, Editor

Abstract

The common notion that leaders should be ethical, good, responsible and

trustworthy has been strongly challenged in the fields of business and politics

worldwide. Due to the high prevalence of unethical leadership by immediate

supervisors and decline in trust in leaders (Cowart, Gilley, Avery, Barber, &

Gilley, 2014), scholars started to pay closer attention to the dark sides and

destructive aspects of leadership. Many different concepts are suggested to

define the dark side of leadership, and each of them captures similar but

distinct dimensions. In this vein, Einarsen and colleagues’ (2007) constructive

and destructive leadership model serves as an umbrella concept for

different types of dark sides of leadership, covering concepts which have

been studied separately such as abusive supervision, tyrannical leadership,

petty tyranny, toxic leadership and leader derailment. The present chapter

aims to provide a summary of the definitions of these interrelated constructs

to acknowledge some other leadership (e.g., paternalistic leadership, pseudotransformational

leadership) and personality styles (e.g., Machiavellianism,

narcissism) that have not been considered in this framework and to provide

suggestions for future research.