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Journal articles on the topic 'Bad leadership'

Author: Grafiati

Published: 1 March 2023

Last updated: 25 July 2025

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1

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 (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

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3

Huikko-Tarvainen, Sari, and Tommi Auvinen. "Archetypes of bad physician leaders – a qualitative study from a large Finnish central hospital." Leadership in Health Services 38, no. 5 (2025): 48–64. https://doi.org/10.1108/lhs-12-2024-0154.

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Purpose This study aims to explore the archetypes of bad leaders as perceived by Finnish physicians across various hierarchical levels. Understanding these archetypes is essential for addressing leadership deficiencies and mitigating the detrimental effects of bad leadership and the positivity bias in leadership research. Design/methodology/approach Data were collected through in-person, semi-structured interviews with Finnish physicians (n = 50), including residents, specialists, heads of departments and chief physicians. Inductive content analysis, followed by thematization, was used to iden

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4

Fors Brandebo, Maria, Sofia Nilsson, and Gerry Larsson. "Leadership: is bad stronger than good?" Leadership & Organization Development Journal 37, no. 6 (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 wor

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5

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

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Mohamed, Bile Hashi, and Barasa Tiberius. "UNDERSTANDING WHAT LIES BEHIND PUBLIC BAD LEADERSHIP IN THE FEDERAL GOVERNMENT OF SOMALIA." International Journal of Recent Research in Social Sciences and Humanities 9, no. 2 (2022): 142–55. https://doi.org/10.5281/zenodo.6536162.

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<strong>Abstract:</strong> This study investigates what lies behind public bad leadership in Somalia's federal government by analysing the perspectives of 21 respondents including senior policy analysts, senior government officials, and representatives of the NGOs, local communities, the youth, religious leaders, and scholars. The key findings of this study are that bad leadership in Somalia manifest in those who operate the federal system against society's needs, lack a clear vision and purpose, put their personal interests ahead of the public interest, dictate what they want to the c

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

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8

Xue, Xiaorui. "Motivation and Leadership." Advances in Economics and Management Research 6, no. 1 (2023): 645. http://dx.doi.org/10.56028/aemr.6.1.645.2023.

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This study attempts to explain the importance of intrinsic and extrinsic motivation at both the motivational and leadership levels and use it as a guide to enlighten leaders on how they should build and motivate their team members. The study will investigate the motivational factors and leadership factors separately through interviews. The research revealed that intrinsic factors are the main motivators for young people to continue working, while extrinsic factors have more of an impact on older people. Meanwhile, leadership, as an extrinsic factor, has an important impact on team members, wit

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9

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

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10

Solas, John. "The banality of bad leadership and followership." Society and Business Review 11, no. 1 (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 psy

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11

de Valk, Penny. "How businesses can deal with a bad manager." Strategic HR Review 14, no. 3 (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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12

Elizabeth Daramola, Folashade, and Akaninyene Ufot Etuk. "LEADERSHIP, GOVERNANCE AND NATION BUILDING IN NIGERIA." Volume-2: Issue-3 (August, 2019) 2, no. 3 (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. Howev

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13

Tazeen, Siddiqui. "Nonagon Leadership Grid." MERC Global's International Journal of Management 8, no. 2 (2020): 57–59. https://doi.org/10.35620/IJM.2020.8204.

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Leadership is not about a good leader or a bad leader, it's about understanding the functioning of the system of heart and mind aligned to decide excellence with love, care and kindness with firm perseverance to positive outcomes. This paper intends to explain that Leadership is a strong word by its pronunciation and its essence of existence in every heart and mind encourages to transform themselves and others at each step of life.

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14

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 (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 wi

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15

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

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16

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 (2014): 17–37. http://dx.doi.org/10.1080/14766086.2014.886518.

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17

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

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18

Cosans, Christopher E., and Christopher S. Reina. "The Leadership Ethics of Machiavelli’sPrince." Business Ethics Quarterly 28, no. 3 (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,

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19

Bruno, Valerio A., and Giacomo Finzi. "Leading through a Decade of Crisis—Not Bad, After All." German Politics and Society 36, no. 4 (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

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20

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

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21

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

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22

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

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23

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

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24

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

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25

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

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26

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

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27

Jamilu, Ibrahim Mukhtar, Abdullahi Aminu, Abdullahi Ishaq Muazu, and Mohammed Isyaku Suleiman. "Bad Governance and Insecurity in Nigeria." International Journal of Trend in Scientific Research and Development 1, no. 6 (2017): 1338–44. https://doi.org/10.31142/ijtsrd5814.

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This paper examined the link between bad governance and perpetuation of insecurity in Nigeria. Using theoretical arguments, the paper holds that, the current security challenges that bedeviled Nigeria are attributable to injustice, corruption and selfish governance by the leadership class. Since Nigeria's return to democracy in 1999, after a lengthy military rule that lasted for almost three decades, incidences of ethnic, communal, religious and resource conflicts continue to persist across most part of the country. This is aggravated by the apparent failure of the leadership to address ke

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28

Frijhoff, Willem. "Good and Bad Reputations." Journal of Early American History 13, no. 1 (2023): 31–59. http://dx.doi.org/10.1163/18770703-13010001.

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Abstract Few leaders of Dutch colonial ventures in the Atlantic World have a reputation worse than that of Willem Kieft, Director of New Netherland from 1638 to his departure from the colony in 1647. Reassessing Kieft’s reputation requires placing him firmly in his Dutch and Amsterdam background. Tracing his family networks, two of Kieft’s Dutch colonial role models (one from the Dutch East Indies, the other from Dutch Brazil) emerge: Laurens Reael and Johannes van Walbeeck. Interpreting his conduct in New Netherland in the light of these role models and of prevalent notions of social hierarch

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29

Glasø, Lars, Anders Skogstad, Guy Notelaers, and Ståle Einarsen. "Leadership, affect and outcomes: symmetrical and asymmetrical relationships." Leadership & Organization Development Journal 39, no. 1 (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

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30

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

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31

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

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32

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

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33

Zepp, Raymond A. "Perceptions of Good and Bad Leaders by Philippine Teachers." Journal of Management and Strategy 9, no. 1 (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 leader

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34

Bai, Yuntao, Peter Harms, Guohong (Helen) Han, and Wenwen Cheng. "Good and bad simultaneously?" International Journal of Conflict Management 26, no. 3 (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

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., Asmuniansyah. "PENGARUH SPESIALISASI TUGAS DAN GAYA KEPEMIMPINAN TERHADAP EFEKTIVITAS KERJA PEGAWAI PADA BADAN KEPEGAWAIAN DAERAH KABUPATEN KUTAI TIMUR." Jurnal Paradigma (JP) 3, no. 1 (2017): 115. http://dx.doi.org/10.30872/jp.v3i1.383.

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Managing the human resources starts from the internal factor, placing the employees based on their academic knowledge and applying leadership style. Job specification and leadership style were becomes the pull factor to enhance work motivations. It also gives both good and bad impact to the improvement of work effectivity in the organization. Reaching work effectivity in the organization must be supported by job specification and applied leadership style.

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36

Haliza, Siti, and Ahmad Zabidi Abdul Razak. "EDUCATION LEADERSHIP." DIVERSITY Logic Journal Multidisciplinary 1, no. 2 (2023): 68–76. https://doi.org/10.61543/div.v1i2.39.

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Background. Leadership is the process by which a leader impacts the conduct of his subordinates in order for them to collaborate and work successfully in order for the organization's goals to be met. Research Purpose. This research aims to determine education leadership. Research Method. By gathering literature (material materials) from books, journals, and other sources pertaining to the field of educational administration, researchers employ the literature study approach. In order to create the article, more precise information on educational leadership resources will be gathered from these

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37

Patel, Anamika. "Leadership Attributes Good vs. Bad– Lessons from Vidur Neeti (Mahabharata)." International Journal of Religious and Cultural Studies 2, no. 1 (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 de

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38

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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39

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

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40

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

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41

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

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42

Chanmugam, Amy. "The menu of bad options: Academic leadership during the early pandemic." Qualitative Social Work 20, no. 1-2 (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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43

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 (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 environment

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44

Johnson, Wade C. "Servant-Leadership: A Forgiveness-Based Approach to Medical Errors, Complications, and Bad Outcomes." International Journal of Servant-Leadership 18, no. 1 (2024): 455–74. https://doi.org/10.33972/ijsl.415.

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In the United States, medical errors, clinical complications and bad outcomes are often managed through a medical-legal system that seeks retributive justice, costing billions of dollars, and leaving patients and healthcare providers with deep emotional wounds and fractured relationships. In contrast, a forgiveness-based approach through Servant-leadership offers patients and medical providers a holistic and restorative justice that acknowledges shared suffering, addresses intrinsic needs, and rebuilds the sacred sense of community once shared between the two groups. This paper explores the be

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45

Hogan, Robert, and Robert B. Kaiser. "What we know about Leadership." Review of General Psychology 9, no. 2 (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 lea

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Robins, Robert S., and Robert M. Dorn. "Stress and Political Leadership." Politics and the Life Sciences 12, no. 1 (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 e

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Chappell, Stacie, Elizabeth Cooper, and George Trippe. "Shadow work for leadership development." Journal of Management Development 38, no. 5 (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 hypothe

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48

Norrlöf, Carla. "Is COVID-19 the end of US hegemony? Public bads, leadership failures and monetary hegemony." International Affairs 96, no. 5 (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

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49

Hidayat, Muslim, Putri Maulida Dwi Cahyani, Jihan Nurrizki Ahmadiyati, Nursyahdina Al-Rahmah Bobihu, and Luluk Maknuna. "Woman’s Leadership in Islamic Psychological Perspective." Jurnal Humanitaria: Jurnal Ilmu Sosial dan Humaniora 1, no. 1 (2022): 49. http://dx.doi.org/10.14421/hum.v1i1.2520.

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Essence of justice and gender equality cannot be separated from the context of society's understanding of the roles and place of men and women in the social realities of society. People still understand that gender is a cultural construct of roles, functions, and social responsibility between men and women. In general, beings in the women's world experience marginalization in both social and personal spheres. Alienation, injustice, and even ignoring women feel very common among men. The bad view of women throughout history has led to a bad view of all aspects of women. All religions, especiall

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50

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 (2013): 138–58. http://dx.doi.org/10.1016/j.leaqua.2012.09.001.

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