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Foreword, by Barbara Kellerman- Preface by Anders Örtenblad -- 1. Background and introduction: Why a book on explanations for the occurrence of so many bad leaders? Anders Örtenblad -- SECTION I. INSUFFICIENT LEADERSHIP EDUCATION -- 2. For the cause of bad leaders, look to bad schooling Robert Sternberg -- 3. The culture of bad organization leadership in Sub-Saharan Africa: Why contexts matter Muhammed Abdulai -- 4. Leadership in education Jacky Lumby -- 5. There is no such thing as a bad leader – just wrong capabilities for our times Fabian Dattner -- SECTION II. INSUFFICIENT LEADERSHIP DEVELOPMENT -- 6. Heads above the rest: The cognitive demands of leading the modern organization Tom Giberson -- 7. Bad Bosses: Realities, Reasons and Remedies Charlie Kerns -- 8. Explaining vs. Responding to Ethical Failures in Leadership Terry L. Price -- 9. The pending revolution of motives in business leaders. Nuria Chinchilla and Esther Jimenez -- SECTION III. INSUFFICIENT SELECTION PROCESSES -- 10. Ethical Failure and Leadership—Treatment or Selection? Jessica Flanigan -- 11. The Importance of Reflective Practice to Improve Bad Leadership Richard Ladyshewsky -- 12. Why Good leaders make Bad decisions Jo Whitehead SECTION IV. LEADERSHIP POSITIONS TURN THOSE OCCUPYING THEM BAD -- 13. Nordic female leaders and their experiences of 'bad leadership': Cases from Iceland Einar Svansson and Sigrun Lilja Einarsdottir -- 14. A Critical Leadership Theory Perspective Jennifer L. S. Chandler -- 15. Shining a light on toxic leadership George Boak -- 16. Bad Leadership: The Role of Bad Followers George R. Goethals -- 17. Shrinkage, Separation and Knowledge Suffocation: Towards a Psychological Politics of Toxic Leadership' Ricardo Blaug -- SECTION V. MULTIPLE EXPLANATIONS -- 18. How Toxic Employees Ascend to Leadership Clive Boddy -- 19. The Good, The Bad, and The Evil: A social system psychodynamic look at leading Jack Denfeld Wood and Alyson Meister -- SECTION VI. BEYOND BAD LEADERS -- 20. Fake Leadership Makes Bad Leadership Liisa Välikangas -- 21. Bad Leaders? Or a Bad Idea? Richard Little and Jem Bendell -- 22. Why We Have So Many Bad Leaders Today Warren Blank.

In Nigeria, Corruption has become the normal routine of successive government. The increasing rate of corruption is intrinsically interwoven with leadership problem. Since the early days of independence, the successive leaders have performed below expectation; they have been more concerned with accumulation of wealth rather than development of the country. Considering the large amount of human and natural resources, and the unlimited opportunities and possibilities that abound in the country, instead of bringing the much needed development and building institutions that will improve the lives of the people, these leaders have succeeded in exploiting and impoverishing the masses and have caused a colossal waste of natural and human resource. This paper argued that one of the factor that enhances and encourages corruption in Nigeria is lack of good and sincere leadership

PurposeThe 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/approachAs 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.FindingsThe 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/valueEthical 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.

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.

Die "dunkle Seite" der Führung Mit "Bossing" erniedrigen und entindividualisieren Führungskräfte ihre Mitarbeiter, um Kontrolle und Macht über sie auszuüben – zum Schaden der Betroffenen und des gesamten Unternehmens. Den weitreichenden Schattenseiten der Macht in Form von "Bad Leadership" und "Bossing" widmet sich Stephan Rusch mit viel Praxisbezug. Fallvignetten, Beispiele, Interviewauszüge, Selbsttests und weitere Tools unterstützen Sie beim zielgerichteten Umgang mit dem Phänomen – und der Entwicklung einer lebendigen, konstruktiven Führungskultur.

Earlier this year I had my own bout with COVID‐19. Unless you're over the age of 100, and were alive for the Spanish Influenza, we've never seen anything like this in our lifetimes.

Abstract: 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 community, have no prior experience in politics or federalism, and sign unverified deals with foreigners are viewed as bad leaders. Favoritism, clan-based recruitment in government institutions, dictatorship, rapid property creation, short-sightedness, lack of vision, and corruption are major behaviors and activities exhibited bad leadership in Somalia. This study concludes that bad leadership is a fundamental contributor in Somalia's political collapse. Therefore, the study suggests certain measures that may be implemented to address the problem of bad leadership in Somalia including reforming the electoral system, finalizing the provisional constitution, boosting civic education, and thoroughly examining individuals' biographies before allowing them to run for public office. Keywords: Role of Public Leaders, Bad Leadership, Behaviour, Actions, Measures, Political Disintegration, Somalia Federal Government, Political Collapse, Clan-based. Title: UNDERSTANDING WHAT LIES BEHIND PUBLIC BAD LEADERSHIP IN THE FEDERAL GOVERNMENT OF SOMALIA Author: Mohamed Bile Hashi, Tiberius Barasa International Journal of Recent Research in Social Sciences and Humanities (IJRRSSH) ISSN 2349-7831 Vol. 9, Issue 2, April 2022 - June 2022 Page No: 142-155 Paper Publications Website: www.paperpublications.org Published Date: 10-May-2022 DOI: https://doi.org/10.5281/zenodo.6536162 Paper Download Link (Source): ...

Tertiary education in West Africa presently is fading in value compared with the last two or three decades when graduates of universities in Nigeria and Ghana were highly rated by world ranked institutions in Europe and North America. In many West African tertiary institutions there are chronic and critical challenges impeding quality delivery of education to the citizens. Some of these lead to avoidable wastes in time, financial and human resources. In Nigeria for instance, there are many cases of students' unrest leading to wanton and unwarranted destruction of properties and sometimes human lives. In addition, lecturers and non-academic employees in tertiary institutions compound the already endangered system by embarking on industrial strikes to press home their demands for better pay, conditions of service, less government interference, etc. Hence, in West Africa presently, huge amount of valuable resources are wasted in educational institutions of higher learning due primarily to human and systemic problems associated with bad leadership structure. Crippen (2005) argued that the way forward is a paradigm shifts in how educational leaders see themselves in the leadership process of higher institutions of learning (p. 2). Bennis and Goldsmith (1997) also argued that for transformation to occur, leaders must recognize the paradigm shift through which they view themselves. In this paper, the paradigm shift we propose is leadership in tertiary educational institutions as one meant to first serve the school community rather than leading it. Thus, advocating the servant-leadership model of leadership as originally propounded by Robert K. Greenleaf (1970/1991).

Tertiary education in West Africa presently is fading in value compared with the last two or threedecades when graduates of universities in Nigeria and Ghana were highly rated by world rankedinstitutions in Europe and North America. In many West African tertiary institutions there are chronicand critical challenges impeding quality delivery of education to the citizens. Some of these lead toavoidable wastes in time, financial and human resources. In Nigeria for instance, there are many casesof students' unrest leading to wanton and unwarranted destruction of properties and sometimes humanlives. In addition, lecturers and non-academic employees in tertiary institutions compound the alreadyendangered system by embarking on industrial strikes to press home their demands for better pay,conditions of service, less government interference, etc. Hence, in West Africa presently, huge amountof valuable resources are wasted in educational institutions of higher learning due primarily to humanand systemic problems associated with bad leadership structure. Crippen (2005) argued that the wayforward is a paradigm shifts in how educational leaders see themselves in the leadership process ofhigher institutions of learning (p. 2). Bennis and Goldsmith (1997) also argued that for transformation tooccur, leaders must recognize the paradigm shift through which they view themselves. In this paper, theparadigm shift we propose is leadership in tertiary educational institutions as one meant to first servethe school community rather than leading it. Thus, advocating the servant-leadership model ofleadership as originally propounded by Robert K. Greenleaf (1970/1991).

"Robert Hogan is known for suggesting that the most consequential question in human affairs is, "Who should lead?" History is riddled with examples of how the survival of collectivities - schools, governments, nations, organizations - is determined by who is in charge. Good leaders turn businesses drowning in red ink into industry juggernauts; they transform "B" players into high-performers with minimal infighting and seamless cooperation. Yet history also shows that leadership strengths coincide with deeply troubled dark sides that result in totalitarian regimes, large-scale financial collapses such as the global financial crisis of 2008, exclusive political and economic institutions, ill-conceived military entanglements, and the inability to manage public health during global pandemics,"--

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.

Bad leadership in both business and politics is all too common. Yet even when it is clear that leadership is poor, organizations struggle to change it. In 'Leadership from Bad to Worse', one of the nation's leading leadership scholars looks at bad leadership across a range of organizations and details how and why it inexorably gets worse-and offers pathways for arresting these downward spirals.