Dark Leadership in Managing Change and Transformation

Sinem Bulkan () and Malcolm Higgs ()
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Sinem Bulkan: University of Reading
Malcolm Higgs: Birmingham City University

Chapter Chapter 5 in Dark Leadership, 2025, pp 121-144 from Springer

Abstract: Abstract This chapter critically examines the intersection of dark leadership and organisational change, highlighting how specific leadership behaviours and organisational approaches to change can either foster or inhibit toxic dynamics. Drawing on extensive research, it distinguishes between directive, leader-centric strategies that centralise power and enable dark leadership, and more inclusive, participatory approaches that distribute power and support healthier change processes. The chapter introduces a spectrum of leadership behaviours—from Shaping to Attractor, Edge, Container, and Transforming Space—and explores how each can manifest positively or slide into darker forms depending on the leader’s intent and organisational context. It argues that emotionally intelligent, purpose-driven, and participatory leadership fosters trust, engagement, and sustainable transformation, while hierarchical, transactional models risk activating the worst aspects of dark leadership. By linking leader behaviour, organisational purpose, and change outcomes, this chapter offers a comprehensive lens on how to prevent the emergence of dark leadership during transformational efforts and underscores the value of shared purpose and emotional intelligence in leading successful change.

Keywords: Dark leadership; Change implementation; Change leadership; Emotional intelligence; Leadership behaviours (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-031-97103-7_5

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DOI: 10.1007/978-3-031-97103-7_5

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