LDSP 442

Kellermans 7 types of bad leadership

Ineffective

• incompetenet

• rigid

• intemperate

Unethical

• callous

• corrupt

• nsular

• evil

Kellermans 3 types of followers

by standers - passive, univvolved

evildoers - comlaint participants

Acolytes - true believers and supporters

Kellermans Hitlers Ghost

Used as a metaphor to explore how toxic leadership can continue to influence systems and people even after the leader is gone

types of Altruism

Reciprocal

Kin-based

group-selected

pure altruism

Social Intutional Model

Jonathan Haidt

that people make moral decisions primarily based on intuition and emotion, not deliberate reasoning.

• moral jusdement

• than resonaning comes

• than moral reasoning in socila

• and than emotions drive morality

feel first and rationalize later

Kanago and Mendonca Hedonistic paradox

The more a leader seeks personal happiness or gratification directly, the less likely they are to actually achieve it — especially if their actions are self-centered rather than other-focused.

pro social behaviors vs altriusm

• Altruism = Motivated by concern for others with no personal gain

• Pro-social = May involve self-benefit

intentions vs actions

Morality judged by motivation vs. outcomes

moral courage vs physical courage

• Moral: Speaking up despite fear

• Physical: Facing physical harm

Ethical Egoism

A personal should always (morally) act to improve his or her own self-interest

Descriptive vs normative position

Descriptive (psychological egoism)

• human motivations for action are based on self-interest

Normative (ethical egoism)

• to act morally, a person ought to behave in his or her own self-interest (no claims of motivation for actions)

followers of ethical egoists

often find themselves in instrumental or transactional relationships — they are used as means to the leader’s ends, rather than valued for their own sake.

Ethic of Care

foucses on moral action in personal relatinships

feminsit approach to ethic originated by Carol Gilligan

Focus on emotion

• not a dichotoy between reason and the emotions

• care adn copassions are considered moral

Real like decision maing is influenced by the relationships we have with those around us

5 components: culute, environmental, leader, follower, goal

feminists’ ethics by Carola Gilligan

Created in the 1980s, Gilligan argued if women are ‘more emotional’ than men, and pay more attention to relationships rather than rules, this is not a sign of their being less ethical, but, rather, of different values, that are equally valuable

Major concepts of Benevolence and Beneficence

Benevolence - Well being, kindess, virtuous act, cirtue of being disposed to act to benefit others

Beneficence - actions aimed at benefiting others

Charasmatic Leadership (Max Weber)

A special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader, occurs during a social crisis when a leader emerges
with a radical vision that offers a solution to the crisis; and attracts followers who cling on to or believe in the vision-

Congers 3 stages of charismatic leadership

1. Leader understands the environment

2. Goal and Vision

3. Followers are Aligned

Awestruck affect

refers to the emotional and psychological reaction followers experience in the presence of highly charismatic leaders. This response can suspend critical thinking, making followers more vulnerable to manipulation or poor judgment.

Conger-Kanungo model

1. evalutating the current situation, including resource availability ad constaings and the needs of the followers

2. formulating goals

3. developning the methods to acieve the goals

Kleins theory

• charisma is a fire that ignites followers energy, comittment and perfromance

• Charisma is a product of the union of these three

  • spark - has charasmatic qualtiies

  • flammable material - followers who are open or susceptible to charisma

  • oxygen - an enviroment conducive to charisma

Dark Side/Habituated followership

followers in awe of their leadeers are less lkely to speak up against the ideas, refrain from offereing critiscisim

• can result in serious failures

• adoration by followers creates delusion of leaer infabilitiy

Habituated followership - blind unquestioning trust in the leader

Toxic leaderships

By Whicher, and Lipman-Blumen

destructive behaviors and dysfunctional personal traits

toxic followers

are individuals who enable, support, or perpetuate destructive leadership, either actively or passively. They play a crucial role in allowing toxic or unethical leaders to rise and remain in power.

toxic triangle

Leader - Narcissistic, authoritarian

Follower - conformers and colluders

Environemnt - crisis, instability

dark triad

Narcissism - entitlement, self-interest

Machiavellianism’s - manipulative, strategic

Psychopathy - lack of empathy, impulsivity

Lust for Power (Kellerman)

power can be addictive

Pathocracy

System riled by psychotically disordered individuals