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Kellerman, Barbara (2004) Bad Leadership: What It Is, How It Happens, Why It Matters Boston, Massachusetts: Harvard Business Review Press. ISBN 9781591391661; Lipman-Blumen, Jean (2006) The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians—and How We Can Survive Them Oxford University Press. ISBN 9780195312003
Narcissistic leadership is a leadership style in which the leader is only interested in themself. Their priority is themself – at the expense of their people/group members. This leader exhibits the characteristics of a narcissist: arrogance, dominance and hostility. It is a sufficiently common leadership style that it has acquired its own ...
Managers and leaders of any kind play a critical role in organizations, from the influence they have over employees to the way a company functions operationally and culturally. Micromanaging doesn ...
Illustration of the triad. The dark triad is a psychological theory of personality, first published by Delroy L. Paulhus and Kevin M. Williams in 2002, [1] that describes three notably offensive, but non-pathological personality types: Machiavellianism, sub-clinical narcissism, and sub-clinical psychopathy.
Across the board, there are certain attitudes and skills that are universal in strong leaders. Conversely, there are things that no leader should ever do. Pope Francis says to nix these 6 habits ...
Machiavellianism in the workplace is a concept studied by many organizational psychologists. [1] Conceptualized originally by Richard Christie and Florence Geis, Machiavellianism in psychology refers to a personality trait construct based on a cold, callous and exploitative orientation.
An authoritarian leadership style is described as being as "leaders' behavior that asserts absolute authority and control over subordinates and [that] demands unquestionable obedience from subordinates." [1] Such a leader has full control of the team, leaving low autonomy within the group.
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 ...