Deconstructing the Appeal of Toxic Leaders

Tiffany Keller Hansbrough ()
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Tiffany Keller Hansbrough: Fairleigh Dickinson University

A chapter in Emerging Challenges in Business, Optimization, Technology, and Industry, 2018, pp 15-20 from Springer

Abstract: Abstract The results of the 2016 United States presidential election continue to puzzle many observers searching for a mechanism to explain the appeal of such an atypical candidate. Indeed, several authors have observed that Donald Trump displays behaviors that are associated with a narcissistic personality disorder (http://www.cnn.com/2016/10/28/opinions/trump-campaign-narcissism-lipman/; McAdams, The mind of Donald Trump, The Atlantic, 2016; https://www.washingtonpost.com/news/the-fix/wp/2016/07/22/is-donald-trump-a-textbook-narcissist/?utm_term=.80214dd189cd). These analyses focus on who the leader is rather than why followers endorse such a leader. Likewise, leadership researchers have begun to explore the “dark side” of leadership (Lipman-Blumen, The allure of toxic leaders: why we follow destructive bosses and politicians and how we can survive them, Oxford University Press, 2005; Kellerman, Bad leadership, Harvard Business School Press, 2004). Here, I argue that a focus on followers provides a better understanding of the appeal of toxic leaders. The appeal of toxic leaders stems from several factors, including implicit leadership theories, parental models of leadership, collusive relationships, as well as denigration out-groups. Taken together, followers play a crucial role in the legitimization of toxic leaders.

Keywords: Toxic leaders; Individual differences; Followers (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:spr:prbchp:978-3-319-58589-5_2

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DOI: 10.1007/978-3-319-58589-5_2

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