Suchergebnisse

PurposeThis paper aims to assess highly toxic personality disorders in leaders, implications for organizations, and methods for assessment and intervention.Design/methodology/approachAction research was used, including a thick description case study narrative and application of the DSM IV‐TR.FindingsPersonality disorders are a source of a highly toxic and dysfunctional organizational behavior; borderline personality disorder in a leader may serve as a systemic contaminant for an organization.Research limitations/implicationsA qualitative, case study approach may not lend itself to replication or quantification; usage of the DSM IV‐TR requires clinical training in counseling psychology; the growing incidence of personality disorders in leadership warrants cognizance, ability to assess, the creation of early detection systems and methods of intervention.Practical implicationsThrough the narrative of a case study researchers and practitioners can obtain a glimpse into the day‐to‐day operations and nuances of a highly toxic leader and how it impacts an organization; interventions and solutions are provided.Originality/valueThis paper calls attention to highly toxic leadership and organizational dysfunction by investigating borderline personality disorder as a prototype.

Introduction : leaders and organizations in search of treatment -- Hubris and narcissism : the dark underbelly of leadership -- The enigma of an unintentionally toxic leader : an emotionally turbulent, destructive and impulsive workplace -- The narcissistic leader : world-renowned and quite arrogant -- Leader sabotage and the dysfunctional organization : the fish rots from the head down -- The obsessive compulsive leader : a manager's mandate for perfection or destruction -- The borderline leader : when brilliance and psychopathology coexist -- Trouble at the top : high-toxicity implications of a leader with antisocial personality disorder -- Histrionic leadership : the allure of the toxic leader in a volatile industry -- The outer limits of toxic organizational behavior : corporate trauma in the form of disturbed leadership -- Destructive leaders and dysfunctional organizations : tearing down the walls of professional greed, hubris, toxic genius and psychopathology.

PurposeThe aim of this paper is to assess highly toxic leaders and dysfunctional organizations as presented via management consulting and executive coaching assignments.Design/methodology/approachThe paper employs an action research approach via two participant observer case studies incorporating theDSM IV‐TR: Diagnostic and Statistical Manual of Mental Disorders.FindingsThe paper finds that the nexus of dysfunctional organizational systems may be located in "pre‐existing" leadership pathologies.Research limitations/implicationsFirst, additional research will be needed to confirm and extend the findings of individual pathologies in leaders to dysfunctional organizational systems; second, a closer look is necessary at the applicability of theDSM IV‐TRto pathologies at the organizational level; third, due to the action research, case study approach utilized, there is somewhat limited generalizability; fourth, there are limitations re: the applicability ofDSM IV‐TRas an assessment tool for management researchers due to the necessity of training in clinical psychology.Practical implicationsThe importance of distinguishing personality disorders in leaders from toxic behaviors falling within a range of "normal pathology," and the ability to assess individual leadership pathology within organizational systems via the clinically trained usage of theDSM IV‐TR; providing clinical assessment tools for reducing the number of misdiagnoses of leadership pathology in the workplace; encouraging collaboration between management and psychology researchers and practitioners.Originality/valueThis paper fills a gap in the toxic organizations research by identifying personality disorders in leaders and providing an action research agenda for incorporating theDSM IV‐TRas a means of extending the repertoire of assessment tools;

Prompted by the internationalization of communications and business, cross‐cultural management has emerged as a strategic research and marketplace priority of the late twentieth century (Goldman, 1994b; Hofstede, 1984). Crucial to the study and the operationalizing of this subject matter is the placement of "culture" at the core of both management and international business. No longer an afterthought or footnote, culture(s) must be carefully scrutinized in the process of forging managerial systems and policies. A thorough understanding of indigenous cultures is a precursor to managerial decision making and innovations, especially in cross‐cultural, international ventures. Native culture is particularly relevant in the case of the movement of total quality management (TQM) within the global business community.

Offers Western managerial psychology a synthesis of cross‐cultural
perspectives on Western‐Japanese inter‐organizational conflict. Argues
that Graeco‐Roman and Confucian‐Buddhist‐based cultural and
communicative codes are fundamentally antagonistic, contributing to
misperceptions and conflict between Western and Japanese management.
Presents the briefing as a blueprint or prototype for (a) identifying
roots of Western‐Japanese conflict, (b) utilizing cross‐cultural data as
a means for conceptualizing a broader based Western managerial
psychology cognizant of East Asian protocol, (c) developing predeparture
training for Western managers anticipating long– or short‐term
assignments with Japanese associates. Recommends a Z‐Communication
hybrid as a means whereby seemingly dichotomous Western and Japanese
communication codes presented in the briefing may be converged and
negotiated, and culturally based organizational and managerial conflict
reduced.

Advances the argument that Western management must increasingly
decode the organizational and cultural features of Japanese‐style
management – if managerial conflict is to be reduced in joint
ventures, subsidiaries, mergers, and relocations – and if Western
management is to consider alternatives to its current approaches to
quality production. Analyses total quality control (TQC) management as
representative of the successful approach to Japanese management. TQC,
built around culturally indigenous views of amal
(interdependency), muri (excess), muda (waste), and mura (unevenness), contrasts with partial quality measures utilized
in Western organizations. Key Japanese features are elimination and/or
restructuring of quality control departments and specialists,
designation of quality control to the production line, reduction of lot
size, utilization of "U‐shaped lines" and a
"just‐in‐time" modus operandi.

Introduction: The debate -- Deliberation -- Internalism versus externalism -- Advantages of internalism: a modified humeanism -- Reasons and rationality -- Reasons defined -- Rationality: the information requirement -- Rationality: the coherence requirement -- Emotions, desires, and reasons -- Emotions and desires -- Desires, depression, and rationality -- Desires and reasons -- The externalist's examples -- Learning reasons for desires -- Prudence -- Moral motivation -- A different approach and a last ditch reply -- The case against objective value -- Objective value and motivation -- The impartial and impersonal perspectives -- Pleasures and pains -- Good and meaningful lives -- Conclusion