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The dark side of leadership: what drives people to become leaders?

The dark side of leadership: what drives people to become leaders? States there is a persistent view that a perfect business model exists — which is managed by a logical, rational leader. Posits that the most successful organizational leaders are not exactly rational, logical, sensible, and dependable human beings — but are prone to irrational behaviour. Concludes that the exposed position and heightened pressure on leaders can encourage extreme manifestations of their emotional instability. Uses a large table to show types and symptoms of neurotic organizations. Stresses that leaders need a more concentrated study of the people around them to assist in their understanding. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

The dark side of leadership: what drives people to become leaders?

The Antidote , Volume 2 (3): 3 – Jun 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006339
Publisher site
See Article on Publisher Site

Abstract

States there is a persistent view that a perfect business model exists — which is managed by a logical, rational leader. Posits that the most successful organizational leaders are not exactly rational, logical, sensible, and dependable human beings — but are prone to irrational behaviour. Concludes that the exposed position and heightened pressure on leaders can encourage extreme manifestations of their emotional instability. Uses a large table to show types and symptoms of neurotic organizations. Stresses that leaders need a more concentrated study of the people around them to assist in their understanding.

Journal

The AntidoteEmerald Publishing

Published: Jun 1, 1997

Keywords: Leadership; Organizational structure; Organizational behaviour

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