The document summarizes key points from a book about overcoming the dark side of leadership. It discusses what the dark side refers to, including inner urges and dysfunctions. It outlines five types of dysfunctional leaders - compulsive, narcissistic, paranoid, codependent, and passive-aggressive. Each type is explained using biblical examples. The document concludes with recommendations for overcoming the dark side, such as admitting its existence, examining one's past, and learning one's true identity in Christ rather than relying on worldly status.

1. Overcoming the Dark
Side of Leadership
Presentation summarizing parts of the book by
Gary L. McIntosh and Samuel D. Rima Sr.
[Baker Books, 1997]

2. What is the “Dark Side”?
“... refers to our inner urges,
compulsions, motivations, and
dysfunctions that drive us toward
success or undermine our
accomplishments.” (pg. 29)

3. “People who ignore or refuse to
acknowledge their dark side frequently
encounter major failures in their leadership
responsibilities.”
“Leaders who face their dark side and
redeem it accomplish the most over the
long run.”
(pg. 37)

4. What is the “Raw Material” of
the Dark Side?
1. PRIDE.
-Prov. 11:2
-Prov. 16:18-19
-Prov. 29:23

5. What is the “Raw Material” of
the Dark Side?
2. SELFISHNESS.
-Rom. 2:5-8
-James 3:14,16
-Mark 10:35-37
-Phil. 2:3-4

6. What is the “Raw Material” of
the Dark Side?
3. SELF-DECEPTION/WRONG
MOTIVES.
-Prov. 16:2
-Jer. 17:9
-Mark 7:21-22

7. Linked to these Raw Materials
is the Perception of Unmet
Needs.
Maslow's Hierarchy of Needs

8. Maslow's Hierarchy of Needs
Self-actualization
Esteem
Love
Safety
Physical Needs

9. According to Abraham Maslow, we live
at the lowest level of unmet need. We
do not move higher until the need is
met.
Maslow's Hierarchy of Needs

10. If, due to upbringing or traumatic past
experience, we feel threatened at a
level of need, it consumes our interest,
and can breed destructive behaviors.
Maslow's Hierarchy of Needs

11. For example, a leader who comes from a
perfectionistic family in which perceived love
was withheld except for high achievement,
may become consumed with achieving
perfection to fill this unmet need.
Maslow's Hierarchy of Needs

12. Four Stages are often involved
in the “dark side” of leadership
1. Stage 1 is NEEDS, The leader has
needs that need to be met.
2. Stage 2 is TRAUMATIC EXPERIENCES.
This makes the leader feel that some
need is not met (or at risk of becoming
unmet). The missing block in the pyramid.

13. Four Stages are often involved
in the “dark side” of leadership
3. Stage 3 is EXISTENTIAL DOUBT, This
the feeling that unmet needs flow from
personal failure.
4. Stage 4 is DARK SIDE
DEVELOPMENT. Development of
destructive behaviors that attempt to
compensate for the feelings of inferiority or
failure.

14. 5 Dysfunctional Leader Types
 Compulsive Leaders
 Narcissistic Leaders
 Paranoid Leaders
 Codependent Leaders
 Passive-Aggressive Leaders

15. Special Note on Dysfunctional
Leaders
Many of the leaders who fit into these
dysfunctional categories are wildly
successful organizationally. However, the
problems in their own personalities, if not
effectively dealt with, can be the seeds of
their own (and their organization's)
destruction.

16. Compulsive Leader [85-93]
A compulsive leader feels the need to
maintain absolute control.
An example in the Bible of this is Moses
who felt the need to control all aspects of
the life of the Israelites (until reproved by
his father-in-law, Jethro). Exodus 18.

17. Compulsive Leader [85-93]
Compulsive leadership flows from the
leader’s compulsive personality. “The
leader sees the organization’s
performance as a direct reflection of his or
her own person and performance. The
compulsive leader pursues perfection to
an extreme both in personal and
organizational life.” (87-88)

18. Compulsive Leader [85-93]
A compulsive leader:
 Is status conscious
 Looks for reassurance and approval from those
in authority.
 Seeks to control activities and keep order.
 Usually is a workaholic
 Can be moralistic, conscientious, and
judgmental.

19. Compulsive Leader [85-93]
At heart, a compulsive leader is angry,
resentful, and rebellious. These
attitudes are usually repressed.

20. Narcissistic Leader (94-103)
Narcissistic leaders are self-absorbed. The
world revolves around themselves. They
have an overinflated view of their own
importance. They are exhibitionistic.
At the same time, they are full of self-doubt
and try to overcome this with bigger
projects, exploiting others for his/her own
image.

21. Narcissistic Leader (94-103)
A good example from the Bible of this
person is Solomon. His building programs
impoverished and enslaved his people for
his own glory. Ecclesiastes describes the
heart of such behavior and its ultimate
uselessness.

22. Narcissistic Leader (94-103)
Narcissistic Leaders do not find satisfaction
with their accomplishments, nor with their
life in general.
Often their grandiose fantasies ultimately
bring themselves to ruin.

23. Paranoid Leader (104-113)
Paranoid Leaders are afraid that anyone or
anything (real or otherwise) will undermine
their leadership or grab their limelight.
They are usually suspicious, hostile,
hypersensitive, and secretive.
They are jealous of gifted people, and
always in search of rebellion.

24. Paranoid Leader (104-113)
A good example of a paranoid leader in the
Bible is King Saul. His fear that David was
more popular than himself and that David
might ultimately eclipse himself, eventually
led to his ruin.

25. Paranoid Leader (104-113)
Paranoid leaders typically have difficulty
maintaining close relationships since
doing so requires some level of self-
disclosure and transparency.

26. Paranoid Leader (104-113)
Paranoid leaders often hold tight control
onto power and public roles (like a
compulsive leader). But he does it for fear
that the other person might do a better job.
Thus he maintains rigid structures of
control.

27. Codependent Leader (114-127)
Codependent Leaders seek to keep peace
and cover up problems, rather than face
them. They tend to do this regardless of
the usefulness or the honesty of doing so.
Codependent leaders also tend to be a
reactor, rather than an initiator. They often
worry obsessively about the feelings of
others.

28. Codependent Leader (114-127)
An example of a codependent leader in the
Bible might be Samson. Samson does not
appear to be an initiator of action so much
as one who responded to the behavior of
others around him. He sought the approval
of others around him… even his “enemies.”
Even when he knew a woman was trying to
get him captured, he still went along with
her scheme so as to please her.

29. Codependent Leader (114-127)
Codependent leaders have difficulting
confronting others. They tend to have
schedules that become out of control
because their lives are controlled by the
emotional states of others around them.

30. Codependent Leader (114-127)
“At the heart of the codependent leader
is a repressed and frustrated person
who has trouble giving full, honest
expression to emotions or problems.”
(124)

31. Passive-Aggressive Leader
(128-135)
Passive-aggressive leaders tend to
resist demands to perform tasks well.
They are driven by fear of failure.
They are also afraid of success since
success would raise expectations for
the future.
They tend to complain and demoralize
others.

32. Passive-Aggressive Leader
(128-135)
In the Bible, a possible example of a
Passive-aggressive leader is Jonah.
Jonah was angry and resentful that
God had a big job for him to do, and
impulsively ran off.
When his reluctant actions proved to
be wildly successful, Jonah was still
unhappy with God.

33. Passive-Aggressive Leader
(128-135)
Passive-aggressive leaders are often
impulsive with short outbursts of
intense emotion. Such behavior often
leaves others uncomfortable and
confused.
They also have difficulty setting goals
and implementing plans… since
doing so gives opportunity to fail.

34. Passive-Aggressive Leader
(128-135)
Procrastination, dawdling, and
intentional inefficiency is common
behavior. This is done to keep
expectations low. If the expectations
for the leader is suitably low, there is
less risk that the leader won’t meet
these expectations.

35. How to Overcome the Dark Side
While many have succombed to self-
destruction and failure due to the
uncontrolled manifestation of their dark side,
many have been able to overcome and
channel their drives productively.
Here are some recommendations from the
authors.

36. STEP ONE
Admit the existence of the dark side of one's
life, and understand the shape it has taken
in one's life.
(Denial of its existence ensures it is not
dealt with.)

37. STEP TWO
Examine one's past. With the Holy Spirit as
your guide, see how the events in your life
affect who you are and your perceptions.
Be ready to forgive oneself and others for
the trauma of the past.

38. STEP THREE
Resist the POISON of unrealistic
expectations.
Expectations can propel you to achievement
or weigh you down to failure.
Apply God's grace to your life and
leadership.

39. STEP FOUR
Practice the discipline of self-knowledge.
Let the Bible be your mirror for accurate
self-knowledge. (James 1:22-25)
Practice Spiritual Disciplines.

40. STEP FIVE
Learn and understand your true identity in
Christ.
Your value does not depend on worldly
status and accomplishments.

41. “How easy it is for us as spiritual leaders
to use our ministry positions and the
people we have been called to lead to
advance our own goals and meet our
own neurotic needs. … It is crucial that
the church address this issue before
irreparable harm is done to the cause of
Christ in this generation... May God find
us faithful.” (p. 214)

42. Overcoming the Dark
Side of Leadership
Presentation summarizing parts of the book by
Gary L. McIntosh and Samuel D. Rima Sr.
[Baker Books, 1997]
(Created by Bob Munson)