From google books
Leadership: Enhancing the Lessons of Experience 8th Edition, Hughes, ISBN: 9780077862404
Investigate the history of one of the following leaders and explain the underlying causes of derailment or incompetence using concepts we learned in Chapter 15. (Individuals: Jon Corzine, Paul Bremer, or Rod Blagojevich)
The dark side of Leadership
Destructive leadership: individuals who are effective at building teams and getting results through others, but who obtain results that are morally or ethically challenged.
Managerial incompetence: a person’s inability to build teams or get results through others. Chart
Managerial derailment: describes the common reasons why people in positions of authority have difficulties building teams or getting results through others. Key Points
Where do destructive leaders come from?
Charisma is often a tool used by destructive leaders to manipulate their followers.
Individuals who have a underlying need for control and are unable to manage their emotions.
Individuals tend to engage in destructive behaviors when self-efficacy and confidence is low. They are going to control others to get what they need.
Managerial incompetence grid
Derailment patterns: 5 common reason why they shift
1.Failure to meet business objectives.
Ethical issues, blaming others for failures, etc. Give credit take blame
2.An inability to build and lead a team
Builds a group with no diversity; no delegation. Try to do the work themselves.
3. An inability to build relationships with coworkers
Overly demanding; negative; mean
4.Inability to adapt to new bosses, businesses, cultures, or structures. There is restructure. They shift and derail
5.Inadequate preparation for promotion. Who is going to be promoted? To be competent manager aiding in the skill set.