Research Information System
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
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.