Toxic leadership and the darkside

1. http://journals.sagepub.com/doi/pdf/10.1177/1523422315587903

(Edwards, G., Schedlitzki, D., Ward, J. and Wood, M. (2015c). Exploring critical perspectives of toxic and bad
leadership through film. Advances in Developing Human Resources,  17(3), 363-375.)
This article considers concepts of toxic and bad leadership from a critical, poststructuralist perspective
and illustrates how this can be conveyed to management students through the use of film analysis. We
conclude that students and managers can recognize this more readily through viewing, discussing, and
analyzing film clips such as the ones discussed herein.

2. https://journals.sagepub.com/doi/pdf/10.1177/1742715014532482

Gabriel, Y. (2015). The caring leader – What followers expect of their leaders and why? Leadership, 11(3), 316-334.
This paper examines the moral standing of leaders not from any particular philosophical or political
vantage point, but rather from that of the followers. The paper argues that criteria used to judge leaders
are rooted in fantasy and myth as well as early life experiences and goes on to highlight the archetype of
the caring leader.

3. https://journals.sagepub.com/doi/pdf/10.1177/0149206312471388

Krasikova, D. V., Green, S. G., & LeBreton, J. M. (2013). Destructive leadership: A theoretical review, integration
and future research agenda. Journal of Management, 39(5), 1308-1338.
In this article, we propose a framework for understanding destructive leadership that
summarizes the extant destructive leadership research and extends it in new directions.
We clarify the boundaries among the constructs studied within the domain of destructive
leadership, address some ambiguities about the nature of destructive leadership.

4. https://journals.sagepub.com/doi/pdf/10.1177/0170840612445124

Kociatkiewicz, J., & Kostera, M. (2012). The Good Manager: An archetypical quest for morally sustainable
leadership. Organization Studies, 33(7), 861-878.
This paper explores the potential for morally sustainable leadership, i.e., leadership with
an awareness of both light and dark sides contained in the role of the leader, as
symbolized by the archetype of the king. A narrative enquiry aiming at the study of
fictive stories authored by management theorists and practitioners from different
contexts, interweaving collective individual elements, brings to light how issues of
leadership goodness are related to each other and to other themes.

5. https://journals.sagepub.com/doi/pdf/10.1177/1742715015593414

Liu, H. (2015). Reimaging ethical leadership as relational, contextual and political practice.  Leadership.  Epub ahead
of print 1 July 2015. doi:10.1177/1742715015593414.
The purpose of this article is to address these limitations of the mainstream literature
through a reimagination of ethical leadership research, development and practice
grounded in a feminist, communitarian and corporeal ethic.
 6. https://journals.sagepub.com/doi/pdf/10.1177/0018726716672920

Liu, H., Cutcher, L., & Grant, D. (2016). Authentic leadership in context: An analysis of banking CEO narratives
during the global financial crisis. Human Relations. Epub ahead of print 19 November 2016.
doi:10.1177/0018726716672920.
Using multimodal discourse analysis of media texts, we show how what it meant to be
an ‘authentic leader’ was co-constructed differently by the CEOs and the media. Our
study challenges the acontextual notion of authentic leadership by showing how a
discursively constructed context can reinforce or undermine leaders’ narratives of
authenticity.

7. https://journals.sagepub.com/doi/pdf/10.1177/1742715010379308

Pelletier, K. L. (2010). Leader toxicity: An empirical investigation of toxic behaviour and rhetoric.  Leadership, 6(4),
373-389.
This paper provides empirical support for the behavioral and rhetorical constructs
associated with toxic leadership in organizational contexts. Two exploratory studies
were conducted that examined behavior and rhetoric of leaders through the lenses of
abusive, bullying, destructive, toxic, and tyrannical leadership theories.

8. https://journals.sagepub.com/doi/pdf/10.1177/0018726712448488

Rhodes, C. (2012). Ethics, alterity and the rationality of leadership justice.  Human Relations, 65(10), 1311-1331.
This article provides a critical review and re-evaluation of dominant approaches to
leadership justice, arguing that they appropriate justice as a rational means to achieve
organizational effectiveness. It is proposed that justice is not a particular variety of
leadership behaviour but rather that leadership is the practice of justice.

9. https://journals.sagepub.com/doi/pdf/10.1177/1742715015614878

Sanders, P. (2015). The ‘strange Mr Kastner’– Leadership ethics in Holocaust-era Hungary, in the light of grey
zones and dirty hands. Leadership. Epub ahead of print 3 November 2015. doi:10.1177/1742715015614878.
The article therefore draws upon dirty hands as an alternative. Sustaining a dirty hands
argument in this case relies on retaining a measure of skepticism with regard to
established narrative framing, acknowledging the incidence of grey zones and replacing
the implicit norm of agency in studies on Holocaust-era leaders with context focus.

10. https://journals.sagepub.com/doi/pdf/10.1177/0170840615580008

Tomkins, L., & Simpson, P. (2015). Caring leadership: A Heideggerian perspective. Organization Studies, 36(8),
1013-1031.
This paper develops the idea of caring leadership based on Heidegger’s philosophy of
care. From this perspective, caring leadership is grounded in the practices of ‘leaping-in’
and ‘leaping-ahead’ as modes of intervention in the affairs of the world and the efforts of
others. In a Heideggerian view, caring leadership has little to do with compassion,
kindness or niceness; it involves and requires a fundamental organization and
leadership of self.

11. https://journals.sagepub.com/doi/pdf/10.1177/0149206307308913
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership:
Development and validation of a theory based measure.  Journal of Management, 34(1), 89-126.
This study developed and tested a theory-based measure of authentic leadership using
five separate samples obtained from China, Kenya, and the United States. Finally,
results revealed a positive relationship between authentic leadership and supervisor-
rated performance. Implications for research and practice are discussed.