Dark Triad in Leaders : A Critical Approach. This item is unavailable.Dark Triad in Leaders : A Critical Approach

Dark Triad in Leaders examines how corporate and political history is filled with ‘successful’ figures who ultimately caused harm, sowed misery and destroyed organizations. Arménio Rego, Miguel Pina e Cunha, Ace V. Simpson, and Stewart R. Clegg explore the concept and consequences of ‘Dark Triad’ (DT) leaders, characterized by high levels of narcissism, Machiavellianism, and psychopathy. DT leaders are particularly dangerous because they resort to seductive and manipulative tactics to reach power and leadership positions and then, if left unchecked, instrumentalize others to pursue their own personal goals.

Providing mechanisms for preventing, managing and defending against DT leadership, the authors discuss cases of celebrated leaders that resulted in causing harm and destruction of livelihoods. They emphasize the need to avoid empowering these harmful traits and investigate how susceptible followers and conducive environments can enable individuals with DT characteristics to take power. The book draws on multiple fields, including leadership, organizational psychology, and business ethics, to portray the danger and irresponsibility of success earned at the expense of others. Through theoretical analysis and empirical cases, chapters shed light on the importance of protecting organizations, warning that business schools should be cautious about their teaching methods.

This book is a fascinating and crucial read for scholars and students of business leadership, human resource management, organizational behavior, and social psychology. Business professionals and those in management roles will also benefit from its practical insights.

Arménio Rego, Universidade Católica Portuguesa, Católica Porto Business School, Portugal, Miguel Pina e Cunha, Fundação Amélia de Mello Professor of Leadership, Nova School of Business and Economics, Universidade Nova de Lisboa, Portugal, Ace V. Simpson, Visiting Professor of Management, O'Malley School of Business, Manhattan University, USA and Stewart R. Clegg, School of Project Management, The University of Sydney, Australia