Eubanks, Dawn L. and Mumford, Michael D. (2010) Destructive leadership: The role of cognitive processes. In: Schyns, Birgit and Hansbrough, T., (eds.) When leadership goes wrong: Destructive leadership, mistakes and ethical failures. United States: Information Age Publishing, pp. 23-47. ISBN 978-1-6173-5067-2

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Abstract

Book Abstract: leadership landscape has begun to shift. Researchers have started to realize that previous conceptualizations of leadership that focus only on the positive aspects of leadership are too narrow and may represent a romantic notion of leadership. A growing body of inquiry has emerged with a focus on the darker side of leadership. Allowing for the possibility that leaders can also do harm, either intentionally or unintentionally, broadens the scope of leadership studies and serves to increase the practical implications of leadership research. This book brings together contributions by scholars from several different countries addressing topics such as narcissistic and destructive leadership, ethical leadership and leader errors.

Item Type:	Book Item
Subjects:	H Social Sciences > H Social Sciences (General)
Divisions:	Faculty of Social Sciences > Warwick Business School > Behavioural Science Faculty of Social Sciences > Warwick Business School > Marketing & Strategic Management Faculty of Social Sciences > Warwick Business School
Publisher:	Information Age Publishing
Place of Publication:	United States
ISBN:	978-1-6173-5067-2
Book Title:	When leadership goes wrong: Destructive leadership, mistakes and ethical failures
Editor:	Schyns, Birgit and Hansbrough, T.
Date:	2010
Volume:	Part I: Destructive Leaders
Number:	Chapter 2
Number of Pages:	25
Page Range:	pp. 23-47
Status:	Not Peer Reviewed
Publication Status:	Published
Access rights to Published version:	Restricted or Subscription Access
URI:	http://wrap.warwick.ac.uk/id/eprint/44535

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