They sowed wind and reaped a whirlwind: an inquiry into the origin and nature of “revanchist leadership”

Stories of Leadership, Good and Bad: Another Modest Proposal for Teaching Leadership in Law Schools

PurposeThe aim of this research is to examine the public leadership (PL) behaviors of principals working in public schools and its effect on teacher motivation (M) and job satisfaction (JS). Moreover, the mediating role of JS in the relationship between PL and M is also explored.Design/methodology/approachThis research is quantitative and designed in relational survey model conducted with 327 teachers working in Siirt/Turkey in 2020. In the research, Public Leadership Scale, Teacher Motivation Scale and Minnesota Satisfaction Questionnaire were used. Descriptive analyses were used in data analysis. Moreover, mediating role of job satisfaction between public leadership and teacher motivation was tested.FindingsAccording to the results, the public leadership behaviors of school principals, motivation and job satisfaction of teachers are high according to teacher opinions. Additionally, public leadership behaviors of school principals have an effect on teacher motivation and job satisfaction. On the other hand, this study found a negative effect between public leadership and motivation when the effect of job satisfaction is controlled. The possible reasons for this situation were discussed in term of cultural differences.Practical implicationsThe results of this study imply that the leadership behaviors of school principals have cultural elements. Future research should be careful in measuring the political loyalty dimension of the public leadership and should take cultural element into consideration.Originality/valueAlthough there are many types of leadership, the type of leadership differs depending on the purpose of the organization, environmental conditions and culture. The lifestyle of the society, current developments and the structure of the organization are effective in interpreting the leadership needed in the organization. When looking at the models created about leadership in organizations, the effect of this type of leadership on organizational behavior is generally tried to be explained. This is also the case for motivation or job satisfaction. Therefore, this study also focuses on the effect of public leadership in explaining the job satisfaction and motivation of employees in educational organizations. However, another distinctive aspect of this research is that the cultural structure of the society is emphasized in the model to be created.

Toxic leadership has yet to be officially recognized as an area of inquiry in the field of library and information studies. Indeed, the literature on academic libraries is only now beginning to address the topic. None of this should be surprising because leadership, in general, continues to be an under-discussed topic in the library and information studies literature. The topic of leadership, of course, is the central theoretical construct of the leadership studies field, and, in this field, toxic leadership has been systematically studied and discussed. This literature reveals the negative consequences of having a toxic leader as the head of an organization. It suggests that toxic leadership can lead to a decrease in morale and lower productivity in the organization, as well as stress and burnout for an organization’s members. This study, which employed a survey design, documented that the potential consequences of toxic leadership exist in all types of academic libraries across the United States. Of the 492 survey respondents in this study, in fact, 65.4% indicated they had experienced toxic leadership in their professional careers. In addition, an analysis of the answers to the open-ended response questions on the survey—i.e., questions that provided an opportunity for librarians to reveal as much or as little information as they felt comfortable with revealing regarding their toxic leadership experiences—suggested there are five general types of toxic leadership existing in academic libraries: abusive supervision, negligent/laissez-faire leadership, authoritarian leadership, toxic leadership related to an institution’s culture, and leadership provided by leaders who were perceived to be mentally ill. The results of this study contribute to the scant academic library leadership literature and provide academic institutions’ upper administration, especially academic library administrators, with an understanding of how toxic leadership can entrench itself within the academic library setting. It also provides additional evidence that toxic leadership of all types can have a detrimental impact on those who work in and are served by an organization.

Aim: This study aimed to explore the relationship between toxic leadership by nurse managers and staff nurses' intentions to engage in whistleblowing practices, both within and outside their hospital.Background: Nurses are pivotal in providing high-quality care, but toxic nurse manager leadership in the workplace can lead to challenges in patient care and the workplace environment. In response, whistleblowing serves as a mechanism to mitigate these problems and foster accountability.Methods: This descriptive correlational study was conducted from October 2023 to March 2024 with 292 inpatient and critical care unit nurses from a university hospital who were selected through simple random sampling. They completed the 15-item Toxic Leadership Scale to assess their views of toxic leadership in five domains: self-promotion, abusive supervision, unpredictability, narcissism, and authoritarian leadership. Nurses' intention to report misconduct was assessed using the 8-item whistleblowing intention questionnaire, including both internal and external whistleblowing. Descriptive statistics summarised the data; relationships between variables were evaluated using Spearman's correlation. Linear regression analysis provided the predictors of whistleblowing intention, exploring how personal characteristics and toxic leadership can affect this intention.Results: The study revealed that nurses reported moderate levels of toxic leadership among their managers, with a total mean of 45.97 ± 11.545. They were more likely to intend to blow the whistle within the organisation (15.63 ± 3.085) than outside the organisation (10.77 ± 3.331), with the overall whistleblowing intention mean being 26.4 ± 5.008. Toxic leadership was significantly positively correlated with external whistleblowing (r = 0.282, p < 0.001).Conclusion: A positive correlation was found between toxic leadership and external whistleblowing. Toxic leadership is a significant predictor of nurses' intentions to blow the whistle, and the educational level of nurses also contributes to these intentions. Addressing toxic leadership is crucial for encouraging whistleblowing and fostering a healthier work environment.Implications for Nursing Management: Hospital managers and leaders need to combat toxic leadership, encourage a culture of safe whistleblowing practices, reinforce legal protections for whistleblowers and create ethical leadership training programs for nurse managers.

Organizasyonlarda çalışanlara kötü davranan, huzursuzluk ve mutsuzluktan beslenen, organizasyondakilerin motivasyon ve verimliliğini düşüren, narsist kişilik özelliğine meyilli liderlik tipi toksik liderlik olarak ifade edilmektedir. Bu çalışmanın amacı, toksik liderlikle ilgili Web of Sciences (WoS) veri tabanında yer alan bilimsel yayınların bibliyometrik analizi yapmaktır. Bu doğrultuda 31.03.2023 tarihine kadar WoS veri tabanında yayınlanmış olan “toksik liderlik” konulu bilimsel çalışmaların bibliyometrik profilini oluşturulmuştur. WoS veri tabanından çekilen veriler doğrultusunda kavram ile ilgili ilk yayının yapıldığı 2008 yılından itibaren 31.03.2023 tarihine kadar 124 bilimsel çalışmaya ulaşılmıştır. Ulaşılan sonuçlara göre; 87 makale, 16 kitap bölümü diğer yayınları ise; erkan erişime açık makale, kitap, kitap incelemesi vb. şekilde dağılım göstermektedir. Toksik liderlik kavramı ile ilgili yayın yapan 240 yazar bulunmaktadır. Bu yazarların 26’sı tek isimli yayın yaparken, 214 yazar başka yazarlar ile ortak çalışmalar yayınlamıştır. Kavram ile ilgili en çok yayın ilk olarak 2015 yılında 18 yayın, 2022 yılında ise 19 yayın yapılmış, en çok atıf ise, 2018 yılında yıllık ortalama atıf oranı 5,7’dir. Diğer bir ulaşılan sonuç ise, kavram ile ilgili yayın yapan yazarların ülkeleri sırasıyla ABD, Birleşik Krallık ve Türkiye’dir. Türkiye’nin kavram ile en çok yayın yapan 3. ülke olması kavrama olan ilgiyi göstermektedir.

Toxic Leadership: Research and Cases presents research and cases on toxic leadership that emerged from qualitative research on the followers of toxic leaders. The goal is to help students, researchers, and academics understand how toxic leadership emerges, how leaders can spot toxic leadership within their organizations, and discuss what they can do to stop toxic leaders from destroying organizational value. The book pulls together various theories, models, and names (e.g., bad leadership, destructive leadership) for toxic leadership. The authors cover how power, culture, personality disorders, and followers contribute to the toxic leadership phenomenon. Readers will learn how toxic leaders impact organizations, the types of toxic leaders, signs of toxic leaders, and the environments they create. The authors share case studies for each toxic leader type to illustrate themes, coping strategies, and organizational outcomes. Each case is accompanied by a series of questions for reflection, study, and leadership development. This book will be useful for students, researchers, and academics to help uncover signs of toxic leaders that are often hidden from upper management. It will also be helpful for leaders to develop organizational strategies and for followers to develop coping strategies.

Recent misuses of power in politics, corporate and religious arena have invigorated interest in dark side of leadership. This chapter sheds light on a menacing type of dark leadership--toxic leadership. Owing to the dearth of a comprehensive delineation of leadership from its related phenomena, this chapter addresses the paucities and clarifies the nature, process, reasons and consequences of leadership. It reviews, summarizes and integrates the existing literature on toxic leadership to draw nomological distinctions amongst different constructs of dark leadership and eventually presents stimulators and behavioral symptoms of toxic leadership. Few contemporary myths and detoxification measures are discussed to combat toxicity in a leader for a sustainable organization. The goal of the chapter is to reach our readers' curiosity, enhance their frame of reference and bring new insights to educate them by providing guidelines and awareness about toxic leadership.

This paper is about accountability, surveillance, and a concerning kind of leadership that not only remains unaddressed in many schools but also in the education literature: toxic leadership. Distinct from the typical conceptual and empirical contributions researchers make to the literature on accountability, surveillance, and leadership in education, I engage in autoethnography and draw on my own past but lasting experiences. In doing this, I bring the under-researched issue of toxic leadership to the fore, positioning it as a specific kind of leadership distinguishable from other types of dark leadership, and, significantly, I illustrate how the effects of accountability, surveillance, and toxic leadership can be perennial. In order to make a difference to policy and practice, I call on members of the research community to both think differently about teachers’ working conditions and toxic leadership and research differently by taking atypical approaches.

Leadership plays a central role in determining the success of an organization, both in terms of productivity and employee relations. However, not all leadership styles have positive effects. Toxic leadership is a type of disruptive leadership that causes emotional distress, reduces work motivation, and causes organizational dysfunction. This study aims to uncover research trends, collaboration patterns between authors and institutions, and important issues established over the last ten years by conducting a bibliographic analysis of recent studies on toxic leadership. This research approach processes data from Google Scholar according to the 2020–2025 requirements using VosViewer and Publish or Perish software. According to the study’s findings, counterproductive employee behaviour, high sales, and fewer organisational calls are all significantly impacted by toxic leadership. In order to establish a more wholesome and effective workplace, this study highlights how crucial it is for businesses to identify early toxic leadership tendencies and put ethical and emotional intelligence-based preventative measures into place.

The purpose of this study is to analyze the literature on public leadership, to identify emerging methods to research within that discipline, and to recommend potential research directions for the future. Our attention is focused on organisational leadership from the perspective of the PA, as opposed to other types of public leadership, such as political, community, and military leadership, which are discussed elsewhere. While conducting a literature review and analysis of public leadership, this research makes use of a new mix of bibliometric methodologies that have never been used before. The four basic approaches to public leadership (specifically, "functionalism," "behavioralism," "biography," and "reformism"), each with a distinct philosophy of science (viz., "objective vs. subjective") and the degree of analysis employed (i.e., "high vs. low"), are identified by our results (i.e. micro-level vs multi-level). Following our results, we propose four areas for future investigation: shifting the emphasis away from the "leading" component of public leadership, moving from basic to complicated, and concentrating on public leadership as a starting point for further investigation. A combination of co-citation analysis and bibliographic coupling are the two general bibliometric retrieval approaches that we have employed in our methodology for retrieval.

This paper studies how mayors engage with citizens, managers and politicians to coproduce public leadership in the pursuit of several local governance processes: agenda setting; institutional decision making; public services design and delivery. We draw on an extensive survey with answers from 1,119 Italian directly elected Mayors. Using exploratory and confirmatory factor analysis and then clustering, we shed a light on the existence of four different clusters of engagement who coproduce different types of public leadership: political managerialism oriented leadership; multi-actor and participatory leadership; centralised leadership; conventional leadership. Our findings show that centralised leadership is the most popular cluster among the four; female mayors tend to enact a more multi-actor and participatory type of leadership; leadership in rural areas is more conventional. Interestingly, some mayors prefer to engage with politicians for issues related to public service design and delivery rather than with managers. We discuss how our findings advance public administration theory, specifically the literatures on public leadership and on the relationship between politics and administration.

The concept of toxic leadership has been widely addressed in management, with demonstrated effects over the performance and climate of an organization. Although in recent years work has been done to identify the main aspects of this type of harmful leadership in various areas, such as financial, military, and health environments, not much has been concluded in relation to its influence and impact in the educational area, especially in higher education. However, there are several authors who have worked to identify the main aspects that compromise those who are affected by it, concluding that toxic leadership does indeed exist in tertiary education, and due to its often hierarchical structure, it sometimes becomes difficult to make it visible enough to be able to implement enough measures to contain it. The main objective of this chapter was to review the main features literature offers about toxic leadership, focusing it on the higher education scenario. Likewise, it was also developed its impact on those who suffer from it and its incidence on motivation of teachers and students within the learning environment. Finally, it was delved into how university structure works in relation to management of human resources, investigating its impact on leadership.

PurposeLeadership and governance are all about “people” and the “common welfare”. Africans have an Ubuntu philosophy which culturally calls on individuals to promote the welfare of collective society. It is therefore paradoxical to note how African leaders and governance regimes perform poorly when it comes to the usage of public resources to create conditions for collective human welfare. Why do leaders instead of championing societal advancement rather advance their selfish, egoistic and sectional interests? This study aims to unpack a prevalent paradox and discuss a new approach of linking the rich Ubuntu philosophy to Africa’s governance and leadership discourse.Design/methodology/approachThis study discusses from secondary sources of data, mainly drawn from journal articles, internet sources and scholarly books relevant to leadership and public administration in developing African countries and how Ubuntu African philosophy can be deployed to ensure leadership ethos. In attempt to obtain a more comprehensive and systematic literature review, the search covered all terms and terminologies relevant to the objective of the study. The search process mainly comprised four categories of keywords. The first category involved the concept as approximately related to leadership: “leadership and civic culture”, “Ubuntu culture” and “African collectivist culture”. For the final category, words such as “crisis”, “failure” and “experiences” were used.FindingsThis study contends that the preponderance of corruption and poor leadership in Africa is anti-cultural, anti-human, anti-ethical and anti-African; hence, those individuals who indulge or encourage leadership paralysis are not “true Africans” by deeds but merely profess to be. Linking the African Ubuntu philosophy to public leadership, the study maintains that the hallmark of public leadership and governance is to develop the skills of all and caring for the society.Practical implicationsThis study draws attention to the need for leaders to espouse virtues so that leadership becomes a tool to promote societal welfare. The hallmark of public leadership and governance is to develop the skills of all and caring for the society. It involves weighing and balancing professional and legal imperatives within a democratic and ethical context with an ultimate responsibility to the people and public interest. It is not a responsibility to a particular set of citizens, but a commitment to be just and equitable to all. The preponderance of corruption and bad leadership is anti-cultural, anti-human, anti-ethical and anti-African; hence, individuals who indulge or encourage leadership paralysis are not true Africans by deeds but merely profess to be.Originality/valueThis study draws a clear link between indigenous African cultural value system and ethical public leadership. It draws congruence between Africa's Ubuntu philosophy of civic virtue and Africa's leadership/governance. This will bring about a renewal of thoughts and practice of public leadership on the continent, as it has been demonstrated that a true African seeks collective social welfare and not selfish interest.

Ten public and 35 private organizations located in Central New York State participated in a university- sponsored research project to study the effects of organizational characteristics upon types of leadership (transformational/transactional) and power demonstrated by supervisors. Public sector organizations in which managers had low control over rewards were compared to private sector organizations in which managers had high control over rewards. Followers perceived public sector supervisors as more inspirational by their followers and they used more active management-by-exception behavior than those in private organizations. Private sector supervisors had more reward, legitimate and coercive power than supervisors in public sector organizations.

Free AccessCall for Papers“Destructive Leadership – Antecedents and Consequences”A Topical Issue of the Zeitschrift für PsychologieGuest Editors Jan Schilling and Birgit SchynsGuest Editors Jan Schilling University of Applied Administrative Sciences, Hannover, Germany Search for more papers by this author and Birgit Schyns Durham University Business School, United Kingdom Search for more papers by this authorPublished OnlineFebruary 28, 2015https://doi.org/10.1027/2151-2604/a000147PDF ToolsAdd to favoritesDownload CitationsTrack Citations ShareShare onFacebookTwitterLinkedInReddit SectionsMoreWhile a lot of leadership research has focused on positive behavior, more and more knowledge has become available on negative aspects of leadership. The reason for this shift is an acknowledgment that negative leadership can have serious consequences for followers (e.g., in terms of stress, well-being, and health), organizations (such as lower performance, reputation issues), and leaders themselves (e.g., for their career path).Negative aspects of leadership have been captured under many headings, such as destructive leadership, toxic leadership, or abusive leadership. This topical issue does not narrow the focus to one specific definition; however, defining which type of leadership is the focus of any specific contribution will be crucial so that its place in the literature can be clearly determined. Therefore, we will put particular emphasis on theoretical definitions in each contribution.The focus of this topical issue is on understanding more about the triggers of destructive leadership, both in terms of actual destructive behavior (such as the relevance of leader personality or organizational/cultural context) as well as outcomes, specifically in how far effects of destructive leadership can be prevented or what facilitates/hinders negative outcomes of destructive leadership. We are looking for original empirical articles as well as review-type articles or theoretical contributions that outline new models of thinking about destructive leadership.How to submit: Interested authors should submit a letter of intent including: (1) a working title for the manuscript, (2) names, affiliations, and contact information for all authors, and (3) an abstract detailing the content of the proposed manuscript to either of the guest editors:Jan Schilling (mailto:jan.schilling@nds-sti.de)Birgit Schyns (mailto:birgit.schyns@durham.ac.uk)There is a two-stage submissions process. Initially, authors are requested to submit only abstracts of their proposed papers. Authors of the selected abstracts will then be invited to submit full papers. All papers will undergo blind peer review.Deadline for submission of abstracts is October 15, 2013.Deadline for submission of full papers is February 15, 2014.The journal seeks to maintain a short turnaround time, with the final version of the accepted papers being due by June 15, 2014. The topical issue will be published as issue 4 (2014).For additional information, please contact:Jan Schilling (mailto:jan.schilling@nds-sti.de)Birgit Schyns (mailto:birgit.schyns@durham.ac.uk)General Information About the JournalThe Zeitschrift für Psychologie was founded in 1890 and is the second oldest psychology journal in the world. One of the founding editors was Herrmann Ebbinghaus. Since 2007, it is published in English and is devoted to publishing topical issues that provide state-of-the-art reviews of current research in psychology.For detailed author guidelines, please see the journal’s website at www.hogrefe.com/journals/zfp/FiguresReferencesRelatedDetails Volume 221Issue 3January 2013ISSN: 2190-8370eISSN: 2151-2604 tabs.informationZeitschrift für Psychologie (2013), 221, pp. 201-201 https://doi.org/10.1027/2151-2604/a000147.© 2013Hogrefe PublishingPDF download