Darkness in Leadership & its consequences

One of the simplest understandings of the leaders & their leadership is the achievement of a target through the directions shared by leaders and an effective leader is one who can enhance people’s motivations and increase team members’ engagements in a way that meets the individual necessitates and team interests. But, we even can’t deny the fact that if the employee has a rational supervisor or leader, they can be more focused on their current work & balance their work & daily life altogether. If the situation is reversed or vice versa then, an irrational or bad leader can make their job hell & life very difficult to manage.

There are several studies where they disclosed that bad leaders drive employees to leave their organisation.  There are certain categories which can be considered as a type of dark leader. These are –

  • ✓ The Narcissistic Leader
  • ✓ The compulsive Leader
  • ✓ The co-dependent Leader
  • ✓ The Paranoid Leader

All the above-listed type of dark leaders have a great capacity to cause organisational turbulence. The impact of such a pattern of leadership may result in following ways –

  • ✓ Weak commitment to the organisation
  • ✓ Low level of life satisfaction
  • ✓ Low level of job satisfaction
  • ✓ Increased turnover intentions among employees
  • ✓ Organisational justice will become weak

To avoid such an approach adopted by a leader the organization should maintain workplace spirituality.  The success of any organization is that they should value each other rather than demean them. It is suggested that if the organisation wants to develop a positive & productive environment then they can celebrate the entry of new employees, they may also prefer to conduct meetings at outdoor locations, encourage everyone to know each other, etc. All these things would help them in creating strong integrity among employees & leaders.

Author: Dr. Mansi Tiwari, Associate Professor – Unitedworld School of Business (UWSB)

Disclaimer: The opinions / views expressed in this article are solely of the author in his / her individual capacity. They do not purport to reflect the opinions and/or views of the College and/or University or its members.

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