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[null,null,"Autore",null,"Bulkan Sinem"]
[null,null,"Titolo",null,"Dark Leadership : Navigating Toxic Organisations and Transformational Change / / by Sinem Bulkan, Malcolm Higgs"]
[null,null,"Pubbl/distr/stampa",null,"Cham : , : Springer Nature Switzerland : , : Imprint : Palgrave Macmillan, , 2025"]
[null,null,"ISBN",null,"3-031-97103-5"]
[null,null,"Edizione",null,"[1st ed. 2025.]"]
[null,null,"Descrizione fisica",null,"1 online resource (229 pages)"]
[null,null,"Collana",null,"Business and Management Series"]
[null,null,"Disciplina",null,"658.4092019"]
[null,null,"Soggetti",null,"Strategic planning"]
[{"$nulls":4},"Leadership"]
[{"$nulls":4},"Business Strategy and Leadership"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,"Nota di contenuto",null,"Part 1. The Changing Landscape -- 1. The changing environment for business -- 2. Corporate failures and scandals -- 3. Developing thinking on leadership -- 4. The emergence of interest in ethical and responsible leadership -- Part 2 What is Dark leadership and Overview of the Styles -- 1. Dark Leadership -- 2. Dark Triad -- 3. Psychopathic Leadership -- 4. Narcissistic Leadership -- 5. Toxic Leadership -- 6. Exploitative Leadership -- 7. Abusive Supervision -- Part 3 Identifying Dark Leadership -- 1. Measurement in the Work context -- 2. Traits and behaviours -- 3. Employee perceptions -- Part 4 Antecedents -- 1. Individual Factors -- 2. Organisational Factors -- 3. Power and Complexity -- Part 5 Consequences of Dark Leadership -- 1. Consequences for individuals -- 2. Consequences for groups and teams -- 3. Consequences for organisations -- 4. Consequences for the sustainability and business transformation -- Part 6 Avoiding and mitigating Dark Leadership -- 1. Identifying the problems early -- 2. The role of organisational culture -- 3. Actions in terms of people management systems and processes -- Part 7 Practical Implications -- 1. How to spot it? -- 2. How to stop it? -- 3. How to avoid it? -- 4. How to change it?.-5. Fixing a toxic leadership culture at workplace."]
[null,null,null,"Sommario/riassunto","“This new book on dark leadership is both timely and informative. Bulkan and Higgs write from a viewpoint that is well informed by many years of research into leadership. The real examples from business failures brings a sense of relevance and immediacy to the book.” - Clive Boddy, Associate Professor of Management, Anglia Ruskin University. "]
[{"$nulls":4},"\"A timely and succinct review of a crucial issue facing us all these days: dark leadership. Bulkan and Higgs cover a lot of ground in a concise way, which is just as well given that toxic leadership seems to be spreading across the globe at a rate of knots not seen for nearly 100 years.\" - Keith Grint, Emeritus Professor, Warwick Business School. 'In a world where bad leadership becomes the norm rather than the exception this book is sorely needed. It draws on evidence-based research to show us how we can practically and positively counter dark leadership as individuals and as organisations. This should be required reading text for all students of leadership.' - Dr Brad Jackson, Professor of Leadership and Governance, The University of Waikato. This book explores dark leadership and its toxic consequences for individuals and organisations. Through a critical review and case studies it examines dark leadership styles and how they emerge in both senior and middle management, creating toxic organisations. It offers insights into recognising dark leadership, understanding its effects, and developing strategies for resilience and change. A vital resource for leaders, consultants, students, and academics. Sinem Bulkan is a Lecturer in Leadership at Henley Business School, University of Reading. Her research explores dark leadership and its impact on individual and organisations. With a PhD in Organisational Behaviour, she combines academic rigour and managerial experience to inform transformative leadership education and scholarship. Malcolm Higgs is a Professor of Leadership at Birmingham City University Business School. Before moving into academia, his experience was in HR both as a director and consultant. He is a chartered occupational psychologist and has developed assessment tools for Emotional Intelligence and Emotionally Intelligent Leadership as well as publishing extensively in both academic journals and books. ."]