Journal articles: 'Bad leadership'

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Kellerman, Barbara. "How bad leadership happens." Leader to Leader 2005, no. 35 (2004): 41–46. http://dx.doi.org/10.1002/ltl.113.

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Roque, Ana, José Manuel Moreira, José Dias Figueiredo, Rosana Albuquerque, and Helena Gonçalves. "Ethics beyond leadership: can ethics survive bad leadership?" Journal of Global Responsibility 11, no. 3 (June 27, 2020): 275–94. http://dx.doi.org/10.1108/jgr-06-2019-0065.

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Purpose The purpose of this paper is to contribute to the relaxion on what can be done to develop ethical cultures that may be less permeable and more resilient to changes in leadership from an ethical point of view. The influence of leaders on organisational ethics is recognised, and there are even those who consider that it is not possible to maintain an ethical culture when leaders are not engaged. But, if this theory is true, all business ethics programmes that can be created, and the cultures that can gradually be developed in organisations, will always have their existence and robustness suspended at each leadership change. How to maintain an ethical culture beyond leadership? Design/methodology/approach As a strategy, we used the case study with a narrative methodology, in which a chief executive officer (CEO) and a chief compliance officer (CCO) narrate in the first person a case of perceived collapse of the ethical culture of a multinational company. Findings The findings point to the difficulty in maintaining ethical leadership. Key aspects to protect an organization from leadership changes are as follows: the management of the succession process, the quality of the training on ethics and the mechanisms developed by the organization to foment speak up and take notice of the situations. Moral blindness and the banality of evil that also can be observed in organizations appear as facilitating elements for collapse. Originality/value Ethical leadership is generally presented as a necessary condition for an ethical culture. However, leaders often have unethical or ethically neutral leadership. This case helps to understand the difficulties experienced by leaders in adopting ethical leadership and proposes a set of instruments and procedures that, when included in an ethical programme, can protect the company's ethical culture against unethical leaders. Some characteristics of our case study make it particularly relevant: action occurs in a multinational, a context where, by size and complexity, achieving uniformity in culture becomes particularly relevant, and actions happen in the context of a CEO succession process, something that may occur in any company and which is often a trigger for ethical misconducts. Additionally, our case is narrated by a CEO and a CCO, which makes it rare, as it is especially difficult to have access to these executives.

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Fors Brandebo, Maria, Sofia Nilsson, and Gerry Larsson. "Leadership: is bad stronger than good?" Leadership & Organization Development Journal 37, no. 6 (August 1, 2016): 690–710. http://dx.doi.org/10.1108/lodj-09-2014-0191.

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Purpose – The purpose of this paper is to investigate if the thesis “bad is stronger than good” also holds true for a number of leadership issues, more specifically: trust in the immediate leader, emotional exhaustion, work atmosphere and propensity to leave. Design/methodology/approach – Questionnaire responses were obtained from military personnel in Estonia, Sweden, Switzerland and the Netherlands (n=625). Findings – Multiple regression analyses revealed a certain pattern. Constructive leadership behaviours showed stronger positive associations with trust in the immediate supervisor and work atmosphere, than destructive leadership behaviours showed negative associations. On the other hand, destructive leadership behaviours showed stronger positive associations with emotional exhaustion and propensity to leave, than constructive leadership behaviours showed negative associations. This suggests that constructive leadership behaviours possibly have a greater impact on positive phenomenon and/or phenomenon associated with work-related relationships. On the other hand, destructive leadership behaviours appear to have a greater impact on negative phenomena with a stronger personal meaning. The results also show that the passive forms of destructive leadership are the behaviours that had the strongest impact on the investigated dependent variables. Research limitations/implications – Limitations related to item construction, common method variance, response set tendencies, translation of the instruments, and lack of response rate are discussed. Practical implications – The results emphasize the importance of focusing on both constructive and destructive leadership at the selection stage, as well as during training of military leaders. Focusing on them separately obstructs optimal leader development and prevents leaders from gaining authentic self-knowledge. The results also point at the importance of including both aspects of leadership in leader evaluation processes. Originality/value – The use of both constructive and destructive leadership behaviours with respondents from multiple nations in the same analysis.

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Walton, Michael. "Debating bad leadership: reasons and remedies." Action Learning: Research and Practice 18, no. 3 (September 2, 2021): 286–88. http://dx.doi.org/10.1080/14767333.2021.1986905.

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Vestal, Katherine. "Communicating bad news." Nurse Leader 2, no. 5 (October 2004): 10–11. http://dx.doi.org/10.1016/j.mnl.2004.07.014.

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Schilling, Jan, and Birgit Schyns. "The Causes and Consequences of Bad Leadership." Zeitschrift für Psychologie 222, no. 4 (October 2014): 187–89. http://dx.doi.org/10.1027/2151-2604/a000185.

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Solas, John. "The banality of bad leadership and followership." Society and Business Review 11, no. 1 (February 8, 2016): 12–23. http://dx.doi.org/10.1108/sbr-09-2015-0049.

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Purpose – The purpose of this paper is to highlight the loss of moral capital incurred by an organization from indifferent or deferential followers of bad leaders. Despite the proliferation of codes of conduct and ethics and compliance programs throughout the business community, the prevalence of malevolence and malfeasance in organizations continues to rise. While a good deal is known about bad leadership, far less is known about bad followership. Design/methodology/approach – The paper draws on recent and seminal research from moral theory, organizational behavior and clinical and social psychology, in analyzing and responding to the collusion and passivity of followers. Findings – The paper provides critical insights into the complementary relationship between bad leadership and followership, and agues that followers in particular have a serious moral case to answer for their complicity. Suggestions are offered for strengthening their capacity to respond. Research limitations/implications – Although research on followership is growing, it is still comparatively newer and more slender than on either management or leadership. Much less is known about the moral behavior of followers, and even less so in relation to its contribution to organizational mischief. Drawing attention to the moral dimension of this facet of organizational deviancy represents both the novelty and limitation of this paper. A more comprehensive account of the immorality of followers awaits further investigation. Practical implications – The paper offers a way of invoking and strengthening private conscience as an effective countermeasure against corporate crime and corruption. Social implications – Wrongdoing is a fact of organizational life. However, it is not confined to life in organizations, and similar dynamics apply in situations where its impact is both low (non-violent) and high (physically violent). Bystanders are faced with the same moral questions whenever the context demands an active response. Originality/value – While both workers and bosses may engage in unethical and unlawful behavior, neither would succeed without followers. Strategies designed to curtail their support serve to reduce the incidence of crime and corruption in the office and elsewhere.

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de Valk, Penny. "How businesses can deal with a bad manager." Strategic HR Review 14, no. 3 (June 8, 2015): 74–78. http://dx.doi.org/10.1108/shr-04-2015-0029.

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Purpose This paper aims to explore how businesses can deal with a bad manager? Design/methodology/approach This paper researches the impact of leadership. Findings Bad management can affect employee morale, performance, attitude and engagement. Originality/value This paper includes a research amongst employees on the impact of leadership.

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Elizabeth Daramola, Folashade, and Akaninyene Ufot Etuk. "LEADERSHIP, GOVERNANCE AND NATION BUILDING IN NIGERIA." Volume-2: Issue-3 (August, 2019) 2, no. 3 (March 31, 2020): 8–19. http://dx.doi.org/10.36099/ajahss.2.3.2.

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Since independence, Nigeria has suffered many and different forms of bad leadership and governance. This invariably has had its toll on the nation building process of the country as bad leadership and governance are synonymous with low development and disunity, especially when considering the dissatisfaction that arises from the different quarters of the country shaking the country’s foundation and threatening the unity of the country and disrupting real development and progress in the body polity. There are extant scholarly works on leadership, governance and nation building in Nigeria. However, it appears that the existing works have not been able to raise a louder alarm and raise a red flag against the prevailing corrupt and bad status quo in the political arena of the country which has worked against the nation building effort of the country. This paper intends to raise such alarm while warning the political leaders against impending revolution by patiently giving an account of leadership in Nigeria and the flaws of the Nigerian political leaders as they have had implications on the nation building process of the country. The paper makes use of historical methodology by analyzing data and information derived majorly from secondary sources such as books, journal articles, chapters in books, internet sources, etc. The paper has found out that many factors are responsible for good or bad governance and leadership in Nigeria which in turn have implications on the nation building process of the country. In all the paper has revealed that for there to be good and true governance and leadership in Nigeria that would affect nation building process positively, true and purposeful leaders must emerge to replace the bad ones that have existed over the years, and selfless and personal sacrifice must replace selfishness and greed in the minds of Nigerian political leaders.

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Kaur, Ameek. "Shared Leadership: Good or Bad for Team Innovation?" Academy of Management Proceedings 2013, no. 1 (January 2013): 11810. http://dx.doi.org/10.5465/ambpp.2013.11810abstract.

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Krishnakumar, Sukumarakurup, Jeffery D. Houghton, Christopher P. Neck, and Christopher N. Ellison. "The “good” and the “bad” of spiritual leadership." Journal of Management, Spirituality & Religion 12, no. 1 (March 10, 2014): 17–37. http://dx.doi.org/10.1080/14766086.2014.886518.

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Wollard, Karen K. "Driven to Lead: Good, Bad and Misguided Leadership." Development and Learning in Organizations: An International Journal 26, no. 3 (April 20, 2012): 35–36. http://dx.doi.org/10.1108/14777281211225811.

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Cosans, Christopher E., and Christopher S. Reina. "The Leadership Ethics of Machiavelli’sPrince." Business Ethics Quarterly 28, no. 3 (September 18, 2017): 275–300. http://dx.doi.org/10.1017/beq.2017.13.

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ABSTRACT:This article examines the place of Machiavelli’sPrincein the history of ethics and the history of leadership philosophy. Close scrutiny indicates that Machiavelli advances an ethical system for leadership that involves uprooting corruption and establishing rule of law. He draws on history and current affairs in order to obtain a realistic understanding of human behavior that forms a basis for a consequentialist ethics. While he claims a good leader might do bad things, this is in situations where necessity constrains a prince to choosing the “least bad” course of action. Furthermore, Machiavelli advocates winning the goodwill of followers through leadership as a source of power. Machiavelli’s leadership ethics has a sophistication not fully enjoyed by his reputation in management scholarship. He would not score as especially “Machiavellian” on the Mach IV. Many of his ideas contain seeds for theories that are now considered important for leadership today.

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Edwards, Gareth, Doris Schedlitzki, Jenna Ward, and Martin Wood. "Exploring Critical Perspectives of Toxic and Bad Leadership Through Film." Advances in Developing Human Resources 17, no. 3 (May 26, 2015): 363–75. http://dx.doi.org/10.1177/1523422315587903.

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The Problem This article considers concepts of toxic and bad leadership from a critical, post-structuralist perspective and illustrates how this can be conveyed to management students through the use of film analysis. In response to the paucity of critical approaches within toxic and bad leadership studies, we suggest that film is a useful way of developing in-depth discussion in student and management groups to uncover underlying subtleties and complexity in leadership theory and practice. The Solution We connect to film clips from Batman: The Dark Knight, and explain how this film is used with students and managers to illustrate the ambiguous nature of “good” and “bad” leadership and explore the fluid, shifting, and relational nature of these two concepts. We conclude that students and managers can recognize this more readily through viewing, discussing, and analyzing film clips such as the ones discussed herein. The Stakeholders University lecturers and students, executive educators and managers, general human resource development (HRD) professionals

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Bruno, Valerio A., and Giacomo Finzi. "Leading through a Decade of Crisis—Not Bad, After All." German Politics and Society 36, no. 4 (December 1, 2018): 50–77. http://dx.doi.org/10.3167/gps.2018.360403.

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The decade following the great economic and financial crisis of 2008 saw the European Union demanding regional leadership. The EU has also suffered a number of other existential crises, such as the ongoing refugee crisis, the Ukraine-Russia military confrontation, the revival of nationalism and radical right-wing populism, alongside the “trade war” between the United States and the EU. The article develops a novel theoretical framework structuring leadership as a peculiar typology of power, characterized by the capacity of both including “followership” countries’ interests and providing crisis management. Our central argument is that Germany responded strategically to leadership demand in Europe through a positive power role, exhibiting the inclusion of followership and multilateral leadership rather than hegemonic, together with crisis management skills based on solid influence over regional outcomes. Conclusions are drawn from five key case studies drawn from different policy areas.

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CURTIN, LEAH L. "Why Good People Do Bad Things." Nursing Management (Springhouse) 27, no. 7 (July 1996): 63???66. http://dx.doi.org/10.1097/00006247-199607000-00016.

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Vestal, Katherine. "Delivering Bad News the Right Way." Nurse Leader 12, no. 1 (February 2014): 14–15. http://dx.doi.org/10.1016/j.mnl.2013.11.008.

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Hodges, Dawn Z. "Take lessons from politicians’ good — and bad — leadership decisions." Enrollment Management Report 25, no. 8 (October 11, 2021): 9–11. http://dx.doi.org/10.1002/emt.30852.

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Hodges, Dawn Z. "Take lessons from politicians’ good — and bad — leadership decisions." Dean and Provost 23, no. 1 (August 18, 2021): 3–8. http://dx.doi.org/10.1002/dap.30922.

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Hodges, Dawn Z. "Take lessons from politicians’ good — and bad — leadership decisions." Disability Compliance for Higher Education 27, no. 4 (October 7, 2021): 8–15. http://dx.doi.org/10.1002/dhe.31166.

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Hodges, Dawn Z. "Take lessons from politicians’ good — and bad — leadership decisions." Successful Registrar 21, no. 9 (October 8, 2021): 8–9. http://dx.doi.org/10.1002/tsr.30901.

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Moxnes, Erling, and Eline van der Heijden. "The Effect of Leadership in a Public Bad Experiment." Journal of Conflict Resolution 47, no. 6 (December 2003): 773–95. http://dx.doi.org/10.1177/0022002703258962.

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White, Mary Joe. "Make the Best of a Bad Situation." Nursing Management (Springhouse) 18, no. 6 (June 1987): 14. http://dx.doi.org/10.1097/00006247-198706000-00002.

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Vestal, Katherine. "Bad fit: It is just not working." Nurse Leader 4, no. 4 (August 2006): 6–7. http://dx.doi.org/10.1016/j.mnl.2006.05.003.

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Simpson, Roy L. "When bad implementations happen to good systems." Nursing Management (Springhouse) 33, no. 11 (November 2002): 12–14. http://dx.doi.org/10.1097/00006247-200211000-00008.

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Glasø, Lars, Anders Skogstad, Guy Notelaers, and Ståle Einarsen. "Leadership, affect and outcomes: symmetrical and asymmetrical relationships." Leadership & Organization Development Journal 39, no. 1 (March 5, 2018): 51–65. http://dx.doi.org/10.1108/lodj-08-2016-0194.

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Purpose The purpose of this paper is to examine the extent to which emotional experiences mediate the relationships between employees’ perception of considerate and/or tyrannical leadership behaviors and their work engagement and intention to leave the organization. The notion of symmetric and asymmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes is also examined. Design/methodology/approach Employing a survey design, the variables were assessed in a cross-sectional sample of 312 employees. Findings The study confirmed the notion of symmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes. Contrary to the general notion that “bad is stronger than good,” the results indicated that positive emotions were equal or stronger mediators than the negative ones regarding the two outcomes measured in the present study. Originality/value The paper is, to the authors’ knowledge, the first paper which examines simultaneously how constructive and destructive leadership styles, and positive and negative affects, are related to employee attitudes outcomes, and evokes a discussion when bad is stronger than good or vice versa regarding leadership outcomes.

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Zepp, Raymond A. "Perceptions of Good and Bad Leaders by Philippine Teachers." Journal of Management and Strategy 9, no. 1 (January 10, 2018): 66. http://dx.doi.org/10.5430/jms.v9n1p66.

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The research attempted to answer the question: “What do Philippine teachers perceive as important traits and behaviors of good and bad leaders?” Related to this were three sub questions:1. How do Philippine teachers compare with those in other countries in their perceptions on leadership?2. Do male and female Philippine teachers share similar perceptions on leadership?3. Do old and young Philippine teachers share similar perceptions on leadership?A questionnaire asked 90 Filipino teachers to rank their top three choices from among 8 traits of good leaders, then among 8 behaviors of good leaders, then 8 traits of bad leaders, and finally 8 behaviors of bad leaders. Comparisons were then drawn between the Philippine results and those in other countries, as well as between males and females within the Philippine sample, and younger and older Philippine teachers.Philippine teachers clearly valued honesty as the most important trait, and showing respect as the most important behavior of a good leader. This result is slightly different from that of some other countries, where, for example, intelligence or dependability was deemed the most important trait.Further, the study revealed several significant differences on several items between men and women, as well as between old teachers and young teachers.

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Bai, Yuntao, Peter Harms, Guohong (Helen) Han, and Wenwen Cheng. "Good and bad simultaneously?" International Journal of Conflict Management 26, no. 3 (July 13, 2015): 245–67. http://dx.doi.org/10.1108/ijcma-09-2014-0070.

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Purpose – This study aims to introduce a new cognitive style, dialectical thinking, to demonstrate how it can influence a leader’s impact on team conflict and employee performance. Specifically, this study intends to answer the research questions “whether and how leader’s dialectical thinking would influence employee performance” with conflict management perspective in the Chinese context. Design/methodology/approach – Multilevel structural equation modeling was used to test the theoretical model with 222 employees in 43 teams from Chinese high-tech manufacturing firms. Findings – The authors found that the leader’s dialectical thinking had positive relationships with employee creativity and in-role performance and that the relationships were mediated by the leader’s conflict management approach and team conflict in sequence. Practical implications – Selecting, recruiting or promoting of leaders with a dialectical thinking style or providing training to enhance leaders’ dialectical thinking is important for facilitating team conflict management and employee performance. Originality/value – This is the first empirical paper to introduce dialectical thinking into the leadership, conflict and employee performance literatures.

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Patel, Anamika. "Leadership Attributes Good vs. Bad– Lessons from Vidur Neeti (Mahabharata)." International Journal of Religious and Cultural Studies 2, no. 1 (April 30, 2020): 1–6. http://dx.doi.org/10.34199/ijracs.2020.04.01.

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The vast ocean of Indian Santana scriptures contains a lot more gems of wisdom for the modern era than they are accounted for. One such deep sea of knowledge is Vidur Neeti, given in Mahabharata). Vidur Neeti, mentioned in the third chapter of Udyog Parva of Mahabharata, contains the age-old wisdom which offers new insights every time anyone explores the depths of its pages. Prajaagara Parva- a subsection of Udyog Parva, includes a dialogue between King Dhritarashtra, and Prime-minister Vidur wherein Vidur advises the king about the proper code of conduct. The paper lists those verses which describe wise and foolish qualities, which can be attributed to a good and bad leader, respectively.

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Jungwirth, Carola, and Loren Barth. "The entanglement of intercultural conflicts and “bad” leadership in SMEs." Die Unternehmung 67, no. 4 (2013): 345–63. http://dx.doi.org/10.5771/0042-059x-2013-4-345.

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Higgs, Malcolm. "The Good, the Bad and the Ugly: Leadership and Narcissism." Journal of Change Management 9, no. 2 (June 2009): 165–78. http://dx.doi.org/10.1080/14697010902879111.

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Goldbloom, Alan L. "Be an astute observer of leadership-both good and bad." Paediatrics & Child Health 23, no. 2 (November 28, 2017): 167–69. http://dx.doi.org/10.1093/pch/pxx144.

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Kligler, Benjamin. "Lessons In Leadership: The Good, the Bad, and the Ugly." EXPLORE 11, no. 6 (November 2015): 486–88. http://dx.doi.org/10.1016/j.explore.2015.08.012.

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Chanmugam, Amy. "The menu of bad options: Academic leadership during the early pandemic." Qualitative Social Work 20, no. 1-2 (March 2021): 645–51. http://dx.doi.org/10.1177/1473325020981081.

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This reflexive essay focuses on personal aspects of leadership, management, communication, and family experiences while chairing a U.S. social work program in higher education during the early months of the COVID-19 pandemic. Management and leadership in context of the pandemic were also shaped by the author's research and practice perspectives, as well as personal identities and experiences. The essay explores learning some of the emotional boundaries in taking care of self, family, and a social work program during the novel coronavirus crisis.

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Hogan, Robert, and Robert B. Kaiser. "What we know about Leadership." Review of General Psychology 9, no. 2 (June 2005): 169–80. http://dx.doi.org/10.1037/1089-2680.9.2.169.

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This article reviews the empirical literature on personality, leadership, and organizational effectiveness to make 3 major points. First, leadership is a real and vastly consequential phenomenon, perhaps the single most important issue in the human sciences. Second, leadership is about the performance of teams, groups, and organizations. Good leadership promotes effective team and group performance, which in turn enhances the well-being of the incumbents; bad leadership degrades the quality of life for everyone associated with it. Third, personality predicts leadership—who we are is how we lead—and this information can be used to select future leaders or improve the performance of current incumbents.

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Xu, Jiang, Jih-Yu Mao, and Ye Zhang. "Bad time to be humble! When and why leaders should not be humble." Leadership & Organization Development Journal 43, no. 1 (October 12, 2021): 14–24. http://dx.doi.org/10.1108/lodj-06-2021-0254.

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PurposeAlthough leader humility is generally considered a positive leadership behavior, this study aims to examine when the positive influences of leader humility are likely weakened.Design/methodology/approachData were collected from a two-wave survey. Ordinary least squares regression analyses were conducted to test the hypotheses.FindingsAlthough leader humility is positively related to perceived leader support, this relationship is weakened when the environment is uncertain, resulting in comparatively lower follower performance.Practical implicationsLeaders should be aware that environmental constraints may weaken the desired outcomes of humility and therefore adapt leadership to situational needs.Originality/valueContrasting to predominant research on leader humility, this study examines a critical boundary condition by which its positive influences are compromised. In light of the disruption caused by the ongoing COVID-19, this study suggests that what usually are considered positive characteristics of leader humility are likely perceived as little leader support when the environment is uncertain. Findings of this study echo contingency leadership theories, which suggest that effective leadership should be context-dependent.

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Robins, Robert S., and Robert M. Dorn. "Stress and Political Leadership." Politics and the Life Sciences 12, no. 1 (February 1993): 3–17. http://dx.doi.org/10.1017/s0730938400011205.

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The literature on stress and political leadership typically views such potential stressors as time-pressure, severe consequences for bad decisions, inadequate information, and conflicting demands as negative influences on political performance. We know, however, that many politicians thrive on or even require such circumstances. Drawing on medical, historical, psychiatric, psychological, and political science literature, this essay proposes that there are at least three major types of leaders in regard to potential stressors: sturdy warriors (who cope with or who even enjoy and are helped by events commonly reacted to by others as stressors), battle-hungry warriors (who are psychologically drawn to potential stressors and “cannot function,” well or badly, without them), and frail warriors (who are unable to cope with stressors). Subcategories, including psychological and political dynamics, are provided.

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Chappell, Stacie, Elizabeth Cooper, and George Trippe. "Shadow work for leadership development." Journal of Management Development 38, no. 5 (June 10, 2019): 326–35. http://dx.doi.org/10.1108/jmd-08-2018-0216.

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Purpose The purpose of this paper is to expand upon scholarship exploring the application of Jungian psychological concepts to leadership development. Design/methodology/approach This is a conceptual paper in which Jungian shadow is explored as a potential bridge between the simplistic conceptualization of good and bad leadership. Findings The importance of shadow work to leadership development is explored and activities for shadow work are provided. Research limitations/implications Because this paper is not an empirical study, it does not present research information, propositions or hypotheses. Originality/value The paper presents a clear and accessible introduction to Jungian psychology and suggests practical exercises for incorporating shadow work into leadership development.

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Schyns, Birgit, and Jan Schilling. "How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes." Leadership Quarterly 24, no. 1 (February 2013): 138–58. http://dx.doi.org/10.1016/j.leaqua.2012.09.001.

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Kirk, Roey. "Incentives Can Be Bad for Business." JONA: The Journal of Nursing Administration 20, no. 1 (January 1990): 7???8. http://dx.doi.org/10.1097/00005110-199001000-00003.

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Norrlöf, Carla. "Is COVID-19 the end of US hegemony? Public bads, leadership failures and monetary hegemony." International Affairs 96, no. 5 (September 1, 2020): 1281–303. http://dx.doi.org/10.1093/ia/iiaa134.

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Abstract COVID-19 is the most invasive global crisis in the postwar era, jeopardizing all dimensions of human activity. By theorizing COVID-19 as a public bad, I shed light on one of the great debates of the twentieth and twenty-first centuries regarding the relationship between the United States and liberal international order (LIO). Conceptualizing the pandemic as a public bad, I analyze its consequences for US hegemony. Unlike other international public bads and many of the most important public goods that make up the LIO, the COVID-19 public bad not only has some degree of rivalry but can be made partially excludable, transforming it into more of a club good. Domestically, I demonstrate how the failure to effectively manage the COVID-19 public bad has compromised America's ability to secure the health of its citizens and the domestic economy, the very foundations for its international leadership. These failures jeopardize US provision of other global public goods. Internationally, I show how the US has already used the crisis strategically to reinforce its opposition to free international movement while abandoning the primary international institution tasked with fighting the public bad, the World Health Organization (WHO). While the only area where the United States has exercised leadership is in the monetary sphere, I argue this feat is more consequential for maintaining hegemony. However, even monetary hegemony could be at risk if the pandemic continues to be mismanaged.

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Betz, Frederick. "Integrity in Self-Organizing Societies: The Case of Libor." Journal of Business Theory and Practice 2, no. 2 (May 17, 2014): 152. http://dx.doi.org/10.22158/jbtp.v2n2p152.

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From a cross-disciplinary social science perspective, it is evident that financial and economic development is not a matter simply of a proper social structure (e.g., Laissez-faire free-market) but also requires good individual leadership (competence and honesty). Financial systems require both structure and leadership, despite some economic scholars holding to the idea of an economic structural mechanism of a ‘perfect market’. However, good leadership and proper societal structure together is not a simple process, nor certainly obtained, as empirically there are no societal ‘mechanisms’. A case, such as Libor, clearly illustrated the importance of both structure and leadership in the proper operation of societal systems. Bad leadership can corrupt a societal structure; and a corrupt societal structure can enable bad leadership. The case of Libor provides empirical evidence for the social science proposition that a financial system requires both proper government regulation and integrity in private sector operations. But this is not easily achieved in societies of self-organizing systems. We apply a cross-disciplinary framework of systems dynamics to analyze the Libor event, as a kind of challenge in the control of self-organizing societies, which are facilitated by information technology processes.

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Allio, Robert J. "Barbara Kellerman: There’s a better way to train leaders." Strategy & Leadership 46, no. 6 (November 19, 2018): 22–27. http://dx.doi.org/10.1108/sl-09-2018-0083.

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Purpose Harvard authority on leadership, Barbara Kellerman, indicts the deficiencies of the leadership industry and she argues that we can do better. Design/methodology/approach This interview offers a bold prescription for training effective leaders[4]. Findings To be effective, the leadership development process must adopt and achieve three goals: educate leaders, train leaders and develop leaders. Practical implications Bad leadership puts on vivid display the unbreakable link between leaders and followers – a link that the leadership industry willfully ignores precisely because there’s no money in it. Social implications There is precious little evidence that the leadership industry has in any meaningful, measurable way benefited society. Originality/value A “no holds barred” look at the leadership training industry and some potent suggestions on how to improve it.

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Koch, Colleen G., Liang Li, Zhiyuan Sun, Eric D. Hixson, Anne S. Tang, Shannon C. Phillips, Eugene H. Blackstone, and J. Michael Henderson. "From Bad to Worse." Journal of Patient Safety 13, no. 4 (December 2017): 211–16. http://dx.doi.org/10.1097/pts.0000000000000142.

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Izzet, Aliya, Tobroni Tobroni, Abdul Hari, and Dina Mardiana. "Prophetic Leadership Mahasiswa." Al-Idaroh: Jurnal Studi Manajemen Pendidikan Islam 4, no. 2 (September 2, 2020): 139–53. http://dx.doi.org/10.54437/alidaroh.v4i2.160.

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The decline of national leadership integrity in recent years is something that we should underline and must be addressed. So that the younger generation does not follow a bad example from existing leaders. As a Muslim, we have an exemplary figure who is always a good role model in speaking, acting and holding a strong principle of life. He was the Prophet Muhammad who had great leadership and what we know as the term Prophetic Leadership.The aim of this study was to find out how the concept of prophetic leadership developed in P2KK and its implementation in forming student prophetic leadership at University of Muhammadiyah Malang. This research was conducted at the UPT. P2KK University of Muhammadiyah Malang in May to June 2019. The approach used is explorative case study research. From the results of the study it was found that there were several concepts of prophetic leadership developed in P2KK, including Aqidah (faith) that was strong, trustworthy and responsible, fair, firmness, noble character , deliberation and proactive. While the implementation is done through simulations, discussions and activities outside the other classes (outbound) which are indirectly able to form the prophetic leadership of the students of the University of Muhammadiyah Malang.

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Schuh, Sebastian C., Xin-an Zhang, and Peng Tian. "For the Good or the Bad? Interactive Effects of Transformational Leadership with Moral and Authoritarian Leadership Behaviors." Journal of Business Ethics 116, no. 3 (September 24, 2012): 629–40. http://dx.doi.org/10.1007/s10551-012-1486-0.

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Burke, Rebecca L. "When Bad Things Happen to Good Organizations." Nursing Administration Quarterly 29, no. 3 (July 2005): 228–40. http://dx.doi.org/10.1097/00006216-200507000-00007.

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Nnaji, Ifeoma Loretto, Chinyeaka Justine Igbokwe-Ibeto, Ikechukwu Ogeze Ukeje, and Sunday Odo Nwangbo. "Educational and political leadership challenges: Exploring implications on security in Nigeria." West African Journal of Educational Sciences and Practice 1, no. 2 (June 22, 2022): 70–76. http://dx.doi.org/10.57040/wajesp.v1i2.220.

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Fraught with insecurity in recent years, lack of political and educational leaders’ adoption of sound approach to governance in the state is revealed. This manifest in serious humanitarian crises: a threat to national security and the corporate existence of the country. It is against this background that the paper within the framework of systems theory examined the relationship between leadership and security challenges in Nigeria and how it has turned Nigeria into a fragile system. The universal content analysis and qualitative research design were adopted for the study, and secondary sources of data explored to collect facts. The study unveils and traces insecurity in Nigeria to bad political and educational leadership. There is no sound execution of mutual roles by the executive, legislative and judicial arms of the government. Checks and balances as well oversight functions, including rule of law are flouted. The universities have not achieved their goal of moral and mental transformation of the graduates to desist from assisting bad political leaders as thugs. Incessant Academic Staff Union of Universities' strike action caused by bad leadership also undermines sound education. The populace and leaders alike lack knowledge of the Sustainable Development Goals (SDGs) 4 target 4.7 on promotion of non-violence and peace, world citizenship, and cultural differences acceptance, which explains sound governance approach. Based on this, the study recommended among others, revitalisation of roles of the three arms of government, reformation of educational governance, and reorientation of both leaders and the led on sound governance and SDGs prescriptions.

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MacPhee, Marybeth, Suzanne Heurtin-Roberts, and Chris Foster. "Traveling the Uncharted Path of Leadership in Federal Anthropology." Practicing Anthropology 27, no. 3 (July 1, 2005): 25–28. http://dx.doi.org/10.17730/praa.27.3.k85071t804k7h844.

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For those of us who have fantasized over the years that the world would be a better place if anthropologists had a voice in government, there is good news and bad news. The good news is that applied anthropologists working in government settings have succeeded in raising awareness of, and respect for, anthropological ideas beyond the classroom. The bad news is that anthropologists face a long road ahead before the field is ready to exercise this newfound agency in leading the direction of research and policy on social problems. Our recent work on health disparities found that the obstacles we encountered were rooted in the habits of practicing anthropology rather than in any oppressive force of bureaucracy or hierarchy of professional knowledge underlying the structure of the government work context. Anthropology is most comfortable on the margins of both community and debate. Our methods and ethics prioritize the values and desires of the communities with which we work above our own bias; our theories and analyses produce holistic perspectives and cultural criticism rather than definitive stances. Although the position of informed outsider has its advantages in the contexts of anthropological research, it has proven to interfere with our work in the community of the federal government.

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Calvo, Rocío, and Samuel Bradley. "Good, the Bad, and the Ugly." Advances in Social Work 21, no. 2/3 (September 23, 2021): 920–33. http://dx.doi.org/10.18060/24466.

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For the last several years, the Boston College School of Social Work (BCSSW) has worked to deconstruct the hidden nature of whiteness rooted in theories, methods, and practices of education. To that end, the BCSSW created two strategies designed to foster systemic change: the Latinx Leadership Initiative and the Equity, Justice, and Inclusion Initiative. This study uses narrative analysis to examine these initiatives as catalysts of sustainable change. We dive deep into: (1) strategies designed to disrupt a White supremacy approach to the explicit and implicit curriculums; (2) activities to engage stakeholders on dismantling institutional racism. Our ultimate goal is to draw lessons that may be useful to the profession. To that end, we discuss knowledge gained concerning academic innovation, shared governance, and alternatives to an Eurocentric epistemological approach to social work. We also include implications for the profession concerning the incorporation and validation of non-White ways to understand human development, health, disease, diagnostics, and interventions; and present some of the strategies we developed to de-center whiteness and support BIPOC students in a White-majority institution of higher education.

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Journal articles on the topic 'Bad leadership'

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