When Leadership Goes Wrong by Hansbrough, Tiffany -- Read -- Imperial Library of Trantor

Index

Title Page Copyright Page Table of Contents PREFACE OVERVIEW ACKNOWLEDGMENTS PART I - DESTRUCTIVE LEADERS

ANTECEDENTS OF DESTRUCTIVE LEADER BEHAVIORS UNINTENDED CONSEQUENCES OF GOAL SETTING GOALS, STRESS, AND DESTRUCTIVE LEADER BEHAVIORS DISCUSSION CONCLUSION REFERENCES

CHAPTER 2 - DESTRUCTIVE LEADERSHIP

MODEL OF LEADER COGNITION CONCLUSION REFERENCES

CHAPTER 3 - THE ENVIRONMENT OF DESTRUCTIVE LEADERSHIP

INTRODUCTION THE ORGANIZATION ECOLOGY AND SYSTEMS PERSPECTIVES (1) CHECKS AND BALANCES GENERAL ENVIRONMENTAL FACTORS BENEFITS AND FUTURE RESEARCH CHALLENGES. SUMMARY REFERENCES

CHAPTER 4 - UNDERSTANDING THE CAUSES OF DESTRUCTIVE LEADERSHIP BEHAVIOR

A BROAD BEHAVIORAL DEFINITION OF DESTRUCTIVE LEADERSHIP A DUAL-PROCESS MODEL IMPLICATIONS AND FUTURE DIRECTIONS CONCLUSION AUTHOR NOTE REFERENCES

CHAPTER 5 - IGNORING THE SIGNPOSTS

INTRODUCTION 1. WHY DO LEADERS VENTURE DOWN UNETHICAL AND DESTRUCTIVE PATHS? 2. WHY DO LEADERS PERSIST IN UNETHICAL AND DESTRUCTIVE BEHAVIORS? 3. WHY ARE UNETHICAL AND/OR DESTRUCTIVE LEADERSHIP BEHAVIORS TOLERATED BY FOLLOWERS AND OTHER ORGANIZATIONAL STAKEHOLDERS? SUMMARY REFERENCES

CHAPTER 6 - THE NATURE, PREVALENCE, AND OUTCOMES OF DESTRUCTIVE LEADERSHIP

INTRODUCTION A TAXONOMY OF DESTRUCTIVE LEADERSHIP BEHAVIORS: THE DESTRUCTIVE AND CONSTRUCTIVE LEADERSHIP MODEL REFERENCES

PART II - ABUSIVE SUPERVISION

CHAPTER 7 - MAKING SENSE OF ABUSIVE LEADERSHIP

INTRODUCTION LITERATURE REVIEW RESEARCH DESIGN SENSEMAKING PROCESSES DISCUSSION CONCLUSIONS REFERENCES

CHAPTER 8 - EXPLAINING HOSTILE ACTIONS

INTRODUCTION A CONFLICT ASYMMETRY THEORETIC FRAMEWORK: A STAGE MODEL CONCLUSION REFERENCES

CHAPTER 9 - NEGATIVE EMOTION-POSITIVE OUTCOMES

INTRODUCTION BACKDROP OF STUDY: EMOTION IN CONSTRUCTION THE DATA DISCUSSION CONCLUSION NOTES ACKNOWLEDGMENTS REFERENCES

PART III - TOXIC LEADERSHIP, NARCISSISM, AND (UN)ETHICAL LEADERSHIP

CHAPTER 10 - THE CORPORATE REFLECTING POOL

INTRODUCTION DEFINING NARCISSISM AND ITS ANTECEDENTS WHAT WE KNOW ABOUT NARCISSISM IN MANAGEMENT DEALING WITH MANAGERIAL NARCISSISM SUMMARY NOTES REFERENCES

CHAPTER 11 - TANGO IN THE DARK

ETHICAL LEADERSHIP SELF-CONSTRUAL AND EFFECTS ON BEHAVIOR ETHICAL LEADERSHIP AND SELF-CONSTRUAL—PARALLELS AND EXTENSIONS ETHICAL LEADERSHIP AND ITS EFFECTS ON FOLLOWERS FOLLOWER’S INFLUENCE ON LEADER SUMMARY AND IMPLICATIONS FOR ETHICAL LEADERSHIP REFERENCES

CHAPTER 12 - LEADERSHIP CORRUPTION

INTRODUCTION DEFINITION OF CORRUPTION AND LEADERSHIP CORRUPTION 1. INDIVIDUAL FACTORS INFLUENCING CORRUPT BEHAVIOR ORGANIZATIONAL FACTORS INFLUENCING CORRUPT BEHAVIOR 3. EXTRA-ORGANIZATIONAL FACTORS 4. THE PROCESS OF TURNING CORRUPT 5. WAYS TO CURB CORRUPTION NOTES REFERENCES

PART IV - LEADER ERRORS AND FAILURE

CHAPTER 13 - LEADERS’ PERSONAL EXPERIENCE AND RESPONSE TO FAILURE

FAILURE DEFINED METHODS RESULTS AND DISCUSSION CONCLUSION ACKNOWLEDGMENTS NOTES REFERENCES

CHAPTER 14 - THE PARADOXICAL ROLE OF MORAL REASONING IN ETHICAL FAILURES IN LEADERSHIP

INTRODUCTION REFERENCES

CHAPTER 15 - UNDERSTANDING THE ANTECEDENTS OF UNINTENTIONAL LEADER ERRORS

THE IMPORTANCE OF CONSIDERING LEADER ERRORS LEADER ERRORS DEFINED A MULTILEVEL FRAMEWORK FOR EXAMINING LEADER ERROR DISCUSSION ACKNOWLEDGEMENTS REFERENCES

CHAPTER 16 - TO ERR IS HUMAN, TO LEAD IS DIVINE?

DEFINING ERRORS, MISTAKES, AND FAILURES LEVERAGING ERRORS AND SUCCESSES REFERENCES

PART V - ATTRIBUTIONAL PROCESSES

CHAPTER 17 - ACADEMIC LEADERSHIP

INTRODUCTION ADVERSE LEADERSHIP PERCEPTION: OUTLINING THE PURPOSE ADVERSE LEADERSHIP PERCEPTION: CONTRIBUTING FACTORS SITUATIONAL FACTORS: HOW LEADER-FOLLOWER INCONGRUENCE CONTRIBUTES TO THE PERCEPTION OF TRANSGRESSION COGNITIVE FACTORS: WHAT TYPE OF COGNITIVE PROCESSES DRIVE ADVERSE LEADERSHIP PERCEPTION? EMPIRICAL FINDINGS A CONCEPTUAL MODEL OF ADVERSE LEADERSHIP PERCEPTION IN ACADEMIA RECOMMENDATIONS: IMPROVING LEADERSHIP IN ACADEMIA CONCLUSION REFERENCES

CHAPTER 18 - HEROIC ILLUSIONS

REFERENCES

ABOUT THE AUTHORS