The document discusses the complexities and dark aspects of leadership, emphasizing the significant role of followers and the various types of bad leadership, including ineffective and unethical forms. It underlines the importance of recognizing bad leadership to avoid distorting organizational dynamics and stresses that leaders' character and traits matter. Additionally, it highlights a recent shift in power dynamics, where followers are gaining more influence, enabling changes in leadership or the removal of poor leaders.

1. Bad Leadership
There is a dark side of the human
condition. It paints leadership in shades of
gray—and in black.
- Barbara Kellerman

2. Webs of Significance
 The leader is significant and may or
may not hold a formal position of
authority.
 A leader chooses a particular course
of action and then gets others to go
along.
 Followers are vital to the web of
leadership; there is no leadership
without followers.

3. The Webs of Leadership
 The leader
 The followers
 The context

4. Why Have We Ignored
Bad Leadership?
 Reason 1: The use of language
JM Burns – “power wielder”
“It can’t be leadership if it isn’t wrapped
in integrity.”
 Reason 2: Business trumps everything
 Reason 3: The American National
Character

5. What’s the cost of ignoring
bad leadership?
 If we pretend that bad leadership is
unrelated to good leadership, if we
pretend to know the one without knowing
the other, we will in the end distort the
enterprise.
 Fundamental proposition: To deny bad
leadership in the conversation and
curriculum is tantamount to a medical
school teaching health while ignoring the
disease.

6. Leader Traits & Character
 Leadership traits do matter. Average
people who exercise leadership still exceed
the average members of their groups in
traits such as intelligence, sociability,
persistence, alertness, verbal facility, level
of energy, and adaptability.
 Character matters. To know a person’s
character is to know their moral compass.

7. Why Do Followers Behave Badly?
 Bad leaders often satisfy our most
basic human needs like safety,
simplicity, and certainty.
 It may simply be in their best
(selfish) interests to go with the
flow.
 Not following may entail risk and
certainly requires courage.

8. Nazi Germany Had Three
Groups of Followers
 Bystanders-largest group who simply went
along with Hitler. Motivation ranged from
self-interest and being part of a national
group.
 Evildoers-members of units such as the
SS. Some were sadists and others
believed they were simply killing vermin.
Still others turned brutal being brutalized
by violence or the threat of violence.

9. Nazi Germany Had Three
Groups of Followers
 Acolytes-The true believers. Deeply
committed to Hitler personally and to
his political program. Constituted the
inner circle (Goring, Goebbels).

10. The Good News About
Bad Leadership
The good news is that the balance of
power between leaders and followers has
shifted in recent years. More followers
are divesting leaders of some power,
authority, and influence. This is all to
the good, because once they are
entrenched, bad leaders seldom change
or quit of their own volition. That means
it’s up to us to insist either on change or
an early exit.

11. Types of Bad Leadership
Ineffective and Unethical Leadership
 Ineffective Leadership -3 kinds
1. incompetent leadership – the leader and at least
some followers lack the will or skill (or both) to
sustain effective action. With regard to at least one
important leadership challenge, they do not create
positive change.
2. rigid leadership – the leader and at least some
followers are stiff and unyielding. Although they may
be competent, they are unable or unwilling to adapt
to new ideas, new information, or changing times.
3. intemperate leadership – the leader lacks self-
control and is aided and abetted by followers who are
unwilling or unable to intervene.

12. Unethical Leadership
 Unethical Leadership – 4 kinds
1. callous leadership – the leader and at least
some followers are uncaring or unkind. Ignored
or discounted are the needs, wants, and wishes
of most members of the group or organization,
especially subordinates.
2. corrupt leadership – the leader and at least
some followers lie, cheat, or steal. To a degree
that exceeds the norm, they put self-interest
ahead of the public interest.

13. Unethical Leadership
3. insular leadership – the leader and at least
some followers minimize or disregard the
health and welfare of “the other” i.e., those
outside the group or organization for which
they are directly responsible.
3. evil leadership – the leader and at least
some followers commit atrocities. They use
pain as an instrument of power. The harm
done to men, women, and children is severe
rather than slight. The harm can be physical,
psychological, or both.