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

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Antidote, The

ISSN: 1363-8483
Merged into: Strategy & Leadership

Online from: 1996

Subject Area: Strategy

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Document Information:
Title:	The dark side of leadership: what drives people to become leaders?
Author(s):	Kippenberger, T
Citation:	Kippenberger, T, (1997) "The dark side of leadership: what drives people to become leaders?", Antidote, The, Vol. 2 Iss: 3, pp.11 - 13
Keywords:	Leadership, Organizational behaviour, Organizational structure
Article type:	Research Paper
DOI:	10.1108/EUM0000000006339 (Permanent URL)
Publisher:	MCB UP Ltd
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.