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A toxic leader is a person who abuses the leader–follower relationship by leaving the group or organization in a worse condition than it was in originally. Toxic leaders therefore create an environment that may be detrimental to employees, thus lowering overall morale in the organization. [1]
Narcissistic leadership is a leadership style in which the leader is only interested in themself. A narcissistic leader's priority is that leader's own self – at the expense of their people/group members. This leader exhibits the characteristics of a narcissist: arrogance, dominance and hostility.
However, this is done by having the other party instill the same effort by the other party. This means that the other party has to positive behaviors, have commitment, are wanting to work, and respect the leadership above them, they are willing to see growth and have achievement throughout the relationship of the leader and the citizen. [10]
Examples of authoritarian leadership include a police officer directing traffic, a teacher ordering a student to do their assignment, and a supervisor instructing a subordinate to clean a workstation. All of these positions require a distinct set of characteristics that give the leader the position to get things in order or to get a point across.
A cult of personality, or a cult of the leader, [1] is the result of an effort which is made to create an idealized and heroic image of a glorious leader, often through unquestioning flattery and praise.
It is the authority that demands obedience to the office rather than the officeholder; once a leader leaves office, their rational-legal authority is lost. Weber identified "rationally-created rules" [3] as the central feature of this form of authority. Modern democracies contain many examples of legal-rational regimes. There are different ways ...
Later studies indicated that leadership is more complex and cannot be boiled down to a few key traits of an individual: One such trait or set of traits does not make an extraordinary leader. Scholars have found leadership traits of an individual that do not change from situation to situation—traits such as intelligence, assertiveness, or ...
In 1970 Greenleaf published his first essay, titled "The Servant as Leader", which introduced the term "servant leadership". Later, the essay was expanded into a book, which is perhaps one of the more influential management texts yet written. The Servant Leadership movement was born. Of his philosophy, Robert Greenleaf wrote in "Essentials",