The concept of good and evil is as old as time itself. Stories paint our history books of the never-ending battle between right and wrong. However, for some the concept of holding fast to our morals and doing what is right is lost in the abyss of self-absorption. Consumed with
narcissism, when these people find themselves in positions of leadership, those around them are subject to the “dark side”. As stated in Northouse (2016), “the dark side of leadership is the destructive and toxic side of leadership in that a leader uses leadership for personal ends” (p.339). How the “dark side” forms can be understood through the 11 dark side traits and the toxic triangle (Padilla, Hogan, & Kaiser, 2007). Those who have had the unfortunate experience of working for such a leader from the “dark side” may be left with “destructive outcomes” that may result in damaged “psychological well-being” among other things (Padilla, Hogan, & Kaiser, 2007, section 2.3). However, with that said, there may be hope.
Understanding how a person could come to the “dark side” can be traced back to some identifying “qualities that when taken to the extreme, resemble the most common personality disorders” (Chamorro-Premuzic, 2017). Categorizing these qualities into three groups: distancing, seductive, and ingratiating, we can better understand how these qualities can adversely impact followers and organizations alike. The distancing category clearly pushes people away. Being cautious or reserved, may not necessarily be a bad thing, however if being cautious results in being indecisive or reserved, results in uncommunicative styles of leadership, it is easy to understand how things could begin to get out of control. It is important as a leader to be able to form positive relationships with co-workers; however pushing them away clearly has an adverse effect. The next group of traits result in an opposite effect from the first group in that they attract, rather than push away. Seductive traits are often found in “assertive, charismatic leaders” and although at times can be a good, just as with the first group of traits, if found in abundance, can result in adverse effects that can cause more harm than good, revealing a sense of arrogance or recklessness that can be extremely damaging. Examples of these kinds of leaders include Hitler, Stalin, Castro, Joe Nacchio, Jeff Skilling, Charles Manson, and David Koresh to name a few (Padilla, Hogan, & Kaiser, 2007). Finally, we have the ingratiating traits. These are traits that are typically associated with people who like to please, however when found excessively can result in perfectionistic or conflict aversive leaders.
Although destructive leaders often times exhibit many of the aforementioned traits in abundance, it is not always simply the leaders themselves that create a toxic environment. As articulated in Padilla, Hogan, and Kaiser (2007), destructive leadership results from the effects of the “toxic triangle”, which suggests a combination of destructive leaders, susceptible followers, and conducive environments to produce a toxic environment. “Destructive leaders are characterized by charisma, personalized needs for power, narcissism, negative life history, and an ideology of hate” however, “a single element is probably insufficient” (Padilla, Hogan, & Kaiser, 2007, section 3.1.6). As such, the next piece of the triangle is introduced, the follower. Destructive leaders, although toxic, need followers to support them. As suggested in Padilla, Hogan, and Kaiser, (2007), followers either “lack a clearly defined self-concept” or “share the leader’s values” resulting in conformers and colluders (section 3.2). These types of followers in one way or another, enable destructive leaders to lead. The final leg to the toxic triangle is a conducive environment. According to Padilla, Hogan, and Kaiser (2007), four environmental factors are key for igniting the flame of destructive leadership, which include: instability, perceived threat, cultural values, and absence of checks and balances and institutionalization” (section 3.3). With these three components of the toxic triangle in place, the “dark side” will surely take over.
Although the “dark side” can be powerful, there is hope. In focusing specifically on the destructive leader, we know that they have a “lack of integrity, insatiable ambition, arrogance, and reckless disregard for their actions” (Northouse, 2016, p. 339). Essentially, they are narcissistic. To overcome this, we must use the “force”, the force of leadership approaches, which focus on others rather than self. Implementing a strong sense of authentic and servant leadership approaches into the workplace will eradicate the dark force and free the followers from a life of tyranny. Utilizing authentic leadership, which involves self-awareness, internalized moral perspective, balanced processing, and relational transparency, organizations can shape their leaders into trustworthy people who “develop these qualities and apply them to the common good as he or she serves others” (Northouse, 2016, p.206). Additionally, organization can implement servant leadership, which encourages leaders to behave ethically; putting others first, and helping followers to succeed, empowering their people instead of themselves and create value (Northouse, 2016, p. 234-235).
If organizations understand the importance of not just the positive side of leadership, but also the “dark side”, more pronounced steps could be taken to prevent destructive leadership and a toxic workplace. Understanding why destructive leaders develop, to include the 11 traits of the dark side, as well as how, with regard to the toxic triangle, is the first step. Then implementation of positive leadership styles into organizational structures to include authentic and servant leadership approaches. This will help to remove the focus of one-self to the followers, creating a positive atmosphere, rich with empowerment, hopefully stopping the “dark side”.
References:
Chamorro-Premuzic, T. (2017). Could your personality derail your career? Harvard Business Review, September-October 2017. Retrieved from https://hbr.org/2017/09/could-your-personality-derail-your-career
Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Los Angeles, CA: SAGE Publications Ltd.
Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176-194. doi:10.1016/j.leaqua.2007.03.001
Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The Toxic Triangle [Graphic]. Retrieved November 19, 2017, from: http://www.sciencedirect.com.ezaccess.libraries.psu.edu/science/article/pii/S1048984307000367
Untitled graphic of 11 dark side traits. Retrieved November 19, 2017, from: https://hbr.org/2017/09/could-your-personality-derail-your-career
Nathaniel, this is indeed an interesting post and a good place to call for a leadership change from the “dark side”. I have a person on my team that is a top performer and has a passion for the job. While he has some personal issues shows narcissistic behavior at times, I decided to appoint him as a team lead for a group of three on our overall team. My goals in doing this were to start getting him to think like a leader and less of a doer and grow as an individual out of some of his special needs. He has been in charge of a high-profile project that has just completed and is feeling the pressure from the many months of stress and work. While on-site with the team during the go-live this month, I noticed his “dark side” and how it affected those around him. The good thing in this case is that the team under him are not susceptible followers as shown in your triangle. I have had two of the three members come to me and talk about his leadership style and one has asked to be moved to another team. The team lead also came to me and was irritated that they were not communicating enough with him but with each other just fine. I took this opportunity to introduce the leader member exchange and servant theories in a way to help him learn more about leadership skills. What I wanted to say is they are not communicating with him because they did not like him would have crushed his spirit, so now I am using my course work to help lead him down the right path. My knowledge of the force can sway him from the dark side.
Nathaniel
I absolutely agree with you on being aware of, and stopping the dark side. Pseudotransfomation leadership are leaders that are narcissistic. They normally tie themselves to someone or group who provides support and are very trusting, to the point where the narcissist feels the need to take control over someone or group. They go from being a self-interest leader to self-absorbed leader doing more harm than good to their followers. The manipulate and dominate their followers and coercion them into their warped values. This unusual unethical behavior is an outcome from a traumatic childhood event. Leaders like this are dangerous and could be disastrous to a community or organization.
I believe that leadership and the dark side of leadership should be taught in high school. Some our leaders such as teachers should teach good moral and values in school. We as a race should be learning moral development, such as Kohlberg’s Stages of Moral Development, which has six stages to it. Stage one, Obedience and Punishment “I follow the rules so I don’t get hurt” and stage two, Individualism and Exchange “I will do a favor for you, if you do one for me” should be taught in elementary school. Stage three, Interpersonal Accord and Conformity, “I try to be good and do what others expect of me” and stage four, Maintaining the Social Order, “I follow the rules and support the laws of society” should be taught in middle school. Stage five, Social Contract and Individual Rights, “I work with others to do what is best for all of us” and stage six, Universal Principles, “I act out of my internalized and universal principle of justice” should be taught in high school. This would better prepare our children for when they venture out on their own and create great leaders of the future.
Northouse, P. (2016). Leadership Theory and Practice. Los Angeles: Sage Publications Inc.