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The Phenomenon of Dark Leadership A Conceptual Evaluation

Yıl 2023, Cilt: 23 Sayı: 4, 1071 - 1090, 24.12.2023

Umut Dağıstan

https://doi.org/10.18037/ausbd.1310853

Öz

The concept of leadership has become a concept that attracts more and more attention with each passing day. Leadership is one of the most researched subjects in organizational literature, management discipline and many other fields. It is recognized that leadership is crucial for key organizational issues such as performance, as well as many other individual, group, and organizational indicators. The concept of leadership always includes a mystical meaning. It is thought that leaders are very different people from other people and have different characteristics. Because of this, it is believed that they are more competent and impressive than other people. However, many studies have shown that leaders do not consist of only positive, ideal characteristics. They even have some dysfunctional dark sides. Because of these aspects, they sometimes experience difficulties in bringing themselves and their organizations to success. The phenomenon of dark leadership has been tried to be expressed with many concepts in the literature. However, in essence, dark leaders are leaders who are characterized by the pursuit of power, success, and control, and are able to deftly use tools of psychological manipulation and control over others. This study was conducted with the motivation to better understand this phenomenon.

Anahtar Kelimeler

Leadership Dark Leader Management Success

Kaynakça

  • Aasland, M. S., Skogstad, A., Notelaers, A., Nielsen, M. B. and Einarsen, S. (2010). The prevalence of destructive leadership behavior. British Journal of Management, 21, 438-452. https://doi.org/10.1111/j.1467-8551.2009.00672.x
  • Ashforth, B. E. (1994). Petty tyranny in organizations. Human Relations, 47, 755-778. https://doi.org/10.1177/001872679404700701
  • Atmaca, S. (2016). Paranoya: Bir Vaka Değerlendirmesi ve Klinik Uygulamalardaki Farklılıklar. Ayna Klinik Psikoloji Dergisi, 3(3), 1-9. https://doi.org/10.31682/ayna.470689
  • Babiak, P. and Hare, R. D. (2007). Snakes in suits: When psychopaths go to work. New York: Harper Business.
  • Bahadır, N. and Çakırel, Y. (2022). The effect of dark leadership on organizational commitment: A research in the banking sector. İşletme Araştırmaları Dergisi, 14(2), 1446–1462. https://doi.org/10.20491/isarder.2022.1450
  • Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
  • Bass, B. M. and Avolio, B. J. (1993). Transformational leadership and organizational culture. Public Administration Quarterly, 17, 112-121. Erişim adresi: https://www.jstor.org/stable/40862298
  • Bass, B. M. (1997). Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52, 130-139. Erişim adresi: https://home.ubalt.edu/tmitch/642/articles%20syllabus/bass%20trans%20ldr%20am%20psy%201997.pdf
  • Başar, U., Sığrı, Ü. and Basım, N. (2016). İş yerinde karanlık liderlik. İş ve İnsan Dergisi, 3(2), 65-76. https://doi.org/10.18394/iid.61037
  • Bhardwaj, R. (2012). Effect of leadership styles on job stress and turnover intention of Indian insurance industry. Pragyaan, 10(1), 47-55. Erişim adresi: https://pragyaanmanagement.iuu.ac/upload_dynamic_content/Article6~9.pdf
  • Brown, M. E., Trevino, L. K., and Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117-134. https://doi.org/10.1016/j.obhdp.2005.03.002
  • Burns, J. M. (1978). Leadership. New York: Harper and Row.
  • Clarke I. E., Karlov, L. and Neale, N. J. (2015). The many faces of narcissism: Narcissism factors and their predictive utility. Personality and Individual Differences, 81, 90-95. https://doi.org/10.1016/j.paid.2014.11.021
  • Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19(2), 44–55. https://doi.org/10.1016/0090-2616(90)90070-6
  • Cook, R.A., and Goff, J. L. (2002). Coming of age with self-managed teams: Dealing with a problem employee. Journal of Business and Psychology, 16, 485-496. Erişim adresi: https://link.springer.com/article/10.1023/A:1012837427089
  • Davis, K. (1977). Human behavior at work: Organizational behavior. New York: McGraw-Hill.
  • Day, D. V. (2000). Leadership development: A review in context. The Leadership Quarterly, 11(4), 581-613. https://doi.org/10.1016/S1048-9843(00)00061-8
  • De Vries, M. K. (1994). The leadership mystique. Academy of Management Executive, 8, 70-80. Erişim adresi: https://www.jstor.org/stable/4165205
  • Epstein, N. (1980). Social consequences of assertion, aggression, passive aggression, and submission: Situational and dispositional determinants. Behavior Therapy, 11(5), 662-669. https://doi.org/10.1016/S0005-7894(80)80005-0
  • Fiedler, F. E. (1967). A theory of leadership effectiveness. New York: McGraw-Hill.
  • Fry, L.W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14, 693-727. https://doi.org/10.1016/j.leaqua.2003.09.001
  • French Jr., John, R. P. and Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). Ann Arbor, MI: Institute for Social Research.
  • Galinsky, A. D., Gruenfeld, D. H. and Magee, J. C. (2003). From power to action. Journal of Personality and Social Psychology, 85, 453-466. https://doi.org/10.1037/0022-3514.85.3.453
  • Goldman, A. (2006). Personality disorders in leaders: Implications of the DSM IV-TR in assessing dysfunctional organizations. Journal of Managerial Psychology, 21(5), 392-414. https://doi.org/10.1108/02683940610673942
  • Guillén, L., Jacquart, P. and Hogg, M.A. (2022). To lead, or to follow? How self-uncertainty and the dark triad of personality influence leadership motivation. Personality and Social Psychology Bulletin, 11, 1-15. https://doi.org/10.1177/01461672221086771
  • Herbst, T. (2014). The dark side of leadership. Bloomington: Author House
  • Hogan, R. and Hogan, J. (2001). Assessing Leadership: A view from the dark side. International Journal of Assessment and Selection, 9, 40-51. https://doi.org/10.1111/1468-2389.00162
  • Hogan, R., Kaiser, R. B., Sherman, R. A. and Harms, P. D. (2021). Twenty years on the dark side: Six lessons about bad leadership. Consulting Psychology Journal: Practice and Research, 73(3), 199–213. https://doi.org/10.1037/cpb0000205
  • Hogan, R. and Kaiser, B. (2005). What we know about leadership. Review of General Psychology, 9(2), 169-180. https://doi.org/10.1037/1089-2680.9.2.169
  • House, R. J. (1971). A path goal theory of leader effectiveness. Administrative Science Quarterly, 16(3), 321–339. https://doi.org/10.2307/2391905
  • Howell, J. M. and Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78(6), 891-902. https://doi.org/10.1037//0021-9010.78.6.891
  • Itzkovich, Y., Heilbrunn, S. and Aleksic, A. (2020). Full range indeed? The forgotten dark side of leadership. Journal of Management Development, 39(7/8), 851–868. https://doi.org/10.1108/JMD-09-2019-0401
  • Judge, T. A., LePine, J. A. and Rich, B. L. (2006). Loving yourself abundantly: Relationship of the narcissistic personality to self and other perceptions of workplace deviance, leadership, and task and contextual performance. Journal of Applied Psychology, 91, 762-776. https://doi.org/10.1037/0021-9010.91.4.762
  • Kaluza, A. J., Boer, D., Buengeler, C. and van Dick, R. (2020). Leadership behaviour and leader selfreported well-being: A review, integration and meta-analytic examination. Work and Stress, 34(1), 34-56. https://doi.org/10.1080/02678373.2019.1617369
  • Kellerman, B. (2004). Thinking about... leadership. Warts and all. Harvard Business Review, 82(1), 40-45. Erişim adresi: https://pubmed.ncbi.nlm.nih.gov/14723175/
  • Keltner, D., Gruenfeld, D. H. and Anderson, C. (2003). Power, approach, and inhibition. Psychological Review, 110, 265-284. https://doi.org/10.1037/0033-295X.110.2.265
  • Kennedy, J. C., Chan, K. Y., Ho, M. R., Uy, M. A. and Chernyshenko, O. S. (2021). Motivation to lead as mediator of relations between the dark triad, big five, and leadership intention. Frontiers in psychology, 12, 675347. https://doi.org/10.3389/fpsyg.2021.675347
  • Kets de Vries, M. F. R. (1989). Leaders who self-destruct: The causes and cures. Organizational Dynamics, 17(4), 5–17. https://doi.org/10.1016/S0090-2616(89)80023-3
  • King, G. (2007). Narcissism and effective crisis management: A review of potential problems and pitfalls. Journal of Contingencies and Crisis Management, 15, 183-193. https://doi.org/10.1111/j.1468-5973.2007.00523.x
  • Kohut, H. (1977). Restoration of the self. New York: International University Press.
  • Krasikova, D. V., Green, S. G. and LeBreton, J. M. (2013). Destructive leadership: A theoretical review, ıntegration, and future research agenda. Journal of Management, 39(5), 1308–1338. https://doi.org/10.1177/0149206312471388
  • Lamkin, J. Lavner, J. A. and Shaffer, A. (2017). Narcissism and observed communication in couples. Personality and Individual Differences, 105, 224-228. https://doi.org/10.1016/j.paid.2016.09.046
  • Lammers, J., Stapel, D. A. and Galinsky, A. D. (2010). Power ıncreases hypocrisy: Moralizing in reasoning, ımmorality in behavior. Psychological Science, 21(5), 737–744. https://doi.org/10.1177/0956797610368810
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Karanlık Liderlik Olgusu Kavramsal Bir Değerlendirme

Yıl 2023, Cilt: 23 Sayı: 4, 1071 - 1090, 24.12.2023

Umut Dağıstan

https://doi.org/10.18037/ausbd.1310853

Öz

Liderlik kavramı her geçen gün daha fazla ilgi gören bir kavram haline gelmiştir. Liderlik, örgütsel literatürde, yönetim disiplininde ve diğer birçok alanda en çok araştırılan konuların başında yer almaktadır. Liderliğin, performans gibi temel örgütsel konular ve diğer birçok bireysel, grup ve örgütsel göstergeler için çok önemli olduğu kabul edilmektedir. En başından itibaren liderlik olgusu mistik anlamlar içeren bir kavram olmuştur. Liderlerin diğer insanlardan çok farklı kişiler olduğu ve farklı özelliklere sahip oldukları düşünülmektedir. Bu nedenle diğer insanlardan daha yetkin ve etkileyici olduklarına inanılır. Ancak birçok çalışma, liderlerin yalnızca olumlu, ideal özelliklerden oluşmadığını göstermiştir. Hatta liderlerin bazı işlevsiz karanlık tarafları bile olduğu ortaya konmuştur. Bu yönleri nedeniyle bazen kendilerini ve örgütlerini başarıya ulaştırmada güçlükler yaşarlar. Karanlık liderlik olgusu literatürde birçok kavramla ifade edilmeye çalışılmıştır. Ancak özünde, karanlık liderler, güç, başarı ve kontrol peşinde koşma ile karakterize edilen ve psikolojik manipülasyon araçlarını ustaca kullanabilen ve başkaları üzerinde kontrol sağlayabilen liderlerdir. Bu çalışma, bu olgunun daha iyi anlaşılması motivasyonuyla yürütülmüştür.

Anahtar Kelimeler

Liderlik Karanlık Lider Yönetim Başarı

Kaynakça

  • Aasland, M. S., Skogstad, A., Notelaers, A., Nielsen, M. B. and Einarsen, S. (2010). The prevalence of destructive leadership behavior. British Journal of Management, 21, 438-452. https://doi.org/10.1111/j.1467-8551.2009.00672.x
  • Ashforth, B. E. (1994). Petty tyranny in organizations. Human Relations, 47, 755-778. https://doi.org/10.1177/001872679404700701
  • Atmaca, S. (2016). Paranoya: Bir Vaka Değerlendirmesi ve Klinik Uygulamalardaki Farklılıklar. Ayna Klinik Psikoloji Dergisi, 3(3), 1-9. https://doi.org/10.31682/ayna.470689
  • Babiak, P. and Hare, R. D. (2007). Snakes in suits: When psychopaths go to work. New York: Harper Business.
  • Bahadır, N. and Çakırel, Y. (2022). The effect of dark leadership on organizational commitment: A research in the banking sector. İşletme Araştırmaları Dergisi, 14(2), 1446–1462. https://doi.org/10.20491/isarder.2022.1450
  • Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
  • Bass, B. M. and Avolio, B. J. (1993). Transformational leadership and organizational culture. Public Administration Quarterly, 17, 112-121. Erişim adresi: https://www.jstor.org/stable/40862298
  • Bass, B. M. (1997). Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52, 130-139. Erişim adresi: https://home.ubalt.edu/tmitch/642/articles%20syllabus/bass%20trans%20ldr%20am%20psy%201997.pdf
  • Başar, U., Sığrı, Ü. and Basım, N. (2016). İş yerinde karanlık liderlik. İş ve İnsan Dergisi, 3(2), 65-76. https://doi.org/10.18394/iid.61037
  • Bhardwaj, R. (2012). Effect of leadership styles on job stress and turnover intention of Indian insurance industry. Pragyaan, 10(1), 47-55. Erişim adresi: https://pragyaanmanagement.iuu.ac/upload_dynamic_content/Article6~9.pdf
  • Brown, M. E., Trevino, L. K., and Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117-134. https://doi.org/10.1016/j.obhdp.2005.03.002
  • Burns, J. M. (1978). Leadership. New York: Harper and Row.
  • Clarke I. E., Karlov, L. and Neale, N. J. (2015). The many faces of narcissism: Narcissism factors and their predictive utility. Personality and Individual Differences, 81, 90-95. https://doi.org/10.1016/j.paid.2014.11.021
  • Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19(2), 44–55. https://doi.org/10.1016/0090-2616(90)90070-6
  • Cook, R.A., and Goff, J. L. (2002). Coming of age with self-managed teams: Dealing with a problem employee. Journal of Business and Psychology, 16, 485-496. Erişim adresi: https://link.springer.com/article/10.1023/A:1012837427089
  • Davis, K. (1977). Human behavior at work: Organizational behavior. New York: McGraw-Hill.
  • Day, D. V. (2000). Leadership development: A review in context. The Leadership Quarterly, 11(4), 581-613. https://doi.org/10.1016/S1048-9843(00)00061-8
  • De Vries, M. K. (1994). The leadership mystique. Academy of Management Executive, 8, 70-80. Erişim adresi: https://www.jstor.org/stable/4165205
  • Epstein, N. (1980). Social consequences of assertion, aggression, passive aggression, and submission: Situational and dispositional determinants. Behavior Therapy, 11(5), 662-669. https://doi.org/10.1016/S0005-7894(80)80005-0
  • Fiedler, F. E. (1967). A theory of leadership effectiveness. New York: McGraw-Hill.
  • Fry, L.W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14, 693-727. https://doi.org/10.1016/j.leaqua.2003.09.001
  • French Jr., John, R. P. and Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). Ann Arbor, MI: Institute for Social Research.
  • Galinsky, A. D., Gruenfeld, D. H. and Magee, J. C. (2003). From power to action. Journal of Personality and Social Psychology, 85, 453-466. https://doi.org/10.1037/0022-3514.85.3.453
  • Goldman, A. (2006). Personality disorders in leaders: Implications of the DSM IV-TR in assessing dysfunctional organizations. Journal of Managerial Psychology, 21(5), 392-414. https://doi.org/10.1108/02683940610673942
  • Guillén, L., Jacquart, P. and Hogg, M.A. (2022). To lead, or to follow? How self-uncertainty and the dark triad of personality influence leadership motivation. Personality and Social Psychology Bulletin, 11, 1-15. https://doi.org/10.1177/01461672221086771
  • Herbst, T. (2014). The dark side of leadership. Bloomington: Author House
  • Hogan, R. and Hogan, J. (2001). Assessing Leadership: A view from the dark side. International Journal of Assessment and Selection, 9, 40-51. https://doi.org/10.1111/1468-2389.00162
  • Hogan, R., Kaiser, R. B., Sherman, R. A. and Harms, P. D. (2021). Twenty years on the dark side: Six lessons about bad leadership. Consulting Psychology Journal: Practice and Research, 73(3), 199–213. https://doi.org/10.1037/cpb0000205
  • Hogan, R. and Kaiser, B. (2005). What we know about leadership. Review of General Psychology, 9(2), 169-180. https://doi.org/10.1037/1089-2680.9.2.169
  • House, R. J. (1971). A path goal theory of leader effectiveness. Administrative Science Quarterly, 16(3), 321–339. https://doi.org/10.2307/2391905
  • Howell, J. M. and Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78(6), 891-902. https://doi.org/10.1037//0021-9010.78.6.891
  • Itzkovich, Y., Heilbrunn, S. and Aleksic, A. (2020). Full range indeed? The forgotten dark side of leadership. Journal of Management Development, 39(7/8), 851–868. https://doi.org/10.1108/JMD-09-2019-0401
  • Judge, T. A., LePine, J. A. and Rich, B. L. (2006). Loving yourself abundantly: Relationship of the narcissistic personality to self and other perceptions of workplace deviance, leadership, and task and contextual performance. Journal of Applied Psychology, 91, 762-776. https://doi.org/10.1037/0021-9010.91.4.762
  • Kaluza, A. J., Boer, D., Buengeler, C. and van Dick, R. (2020). Leadership behaviour and leader selfreported well-being: A review, integration and meta-analytic examination. Work and Stress, 34(1), 34-56. https://doi.org/10.1080/02678373.2019.1617369
  • Kellerman, B. (2004). Thinking about... leadership. Warts and all. Harvard Business Review, 82(1), 40-45. Erişim adresi: https://pubmed.ncbi.nlm.nih.gov/14723175/
  • Keltner, D., Gruenfeld, D. H. and Anderson, C. (2003). Power, approach, and inhibition. Psychological Review, 110, 265-284. https://doi.org/10.1037/0033-295X.110.2.265
  • Kennedy, J. C., Chan, K. Y., Ho, M. R., Uy, M. A. and Chernyshenko, O. S. (2021). Motivation to lead as mediator of relations between the dark triad, big five, and leadership intention. Frontiers in psychology, 12, 675347. https://doi.org/10.3389/fpsyg.2021.675347
  • Kets de Vries, M. F. R. (1989). Leaders who self-destruct: The causes and cures. Organizational Dynamics, 17(4), 5–17. https://doi.org/10.1016/S0090-2616(89)80023-3
  • King, G. (2007). Narcissism and effective crisis management: A review of potential problems and pitfalls. Journal of Contingencies and Crisis Management, 15, 183-193. https://doi.org/10.1111/j.1468-5973.2007.00523.x
  • Kohut, H. (1977). Restoration of the self. New York: International University Press.
  • Krasikova, D. V., Green, S. G. and LeBreton, J. M. (2013). Destructive leadership: A theoretical review, ıntegration, and future research agenda. Journal of Management, 39(5), 1308–1338. https://doi.org/10.1177/0149206312471388
  • Lamkin, J. Lavner, J. A. and Shaffer, A. (2017). Narcissism and observed communication in couples. Personality and Individual Differences, 105, 224-228. https://doi.org/10.1016/j.paid.2016.09.046
  • Lammers, J., Stapel, D. A. and Galinsky, A. D. (2010). Power ıncreases hypocrisy: Moralizing in reasoning, ımmorality in behavior. Psychological Science, 21(5), 737–744. https://doi.org/10.1177/0956797610368810
  • Lipman-Blumen, J. (2006). Allure of toxic leaders: Why we follow destructive bosses and corrupt politicians–and how we can survive them. New York, NY: Oxford University Press.
  • Mackey, J. D., McAllister, C. P., Maher, L. P. and Wang, G. (2019). Leaders and followers behaving badly: A meta-analytic examination of curvilinear relationships between destructive leadership and followers’ workplace behaviors. Personnel Psychology, 72(1), 3-47. https://doi.org/10.1111/peps.12286
  • McClelland, D. C. (1970). The two faces of power. Journal of International Affairs, 24, 29-47. Erişim adresi: https://www.jstor.org/stable/24356663
  • McIntosh, G. L. and Rima, S. D. (1997). Overcoming the dark side of leadership: The paradox of personal dysfunction. Grand Rapids, MI: Baker Books.
  • Morill, R. L. (2010). Strategic Leadership. UK: Rowman and Littlefield Publishers.
  • Nassif, A. G. (2019). Heterogeneity and centrality of “dark personality” within teams, shared leadership, and team performance: A conceptual moderated-mediation model. Human Resource Management Review, 29(4), 100675. https://doi.org/10.1016/j.hrmr.2018.11.003
  • Nienaber, H. (2010). Conceptualisation of management and leadership. Management Decision, 48(5), 661–675. https://doi.org/10.1108/00251741011043867
  • Osborn, R. N., Hunt, J. G. and Jauch, L. R. (2002). Toward a contextual theory of leadership. The Leadership Quarterly, 13(6), 797-837. https://doi.org/10.1016/S1048-9843(02)00154-6
  • Özdemir, L. and Karaçınar, H. (2022). Karanlık liderliğin kayırmacılık üzerine etkisi: Tekstil sektörü çalışanlarının algıları. Süleyman Demirel Üniversitesi Vizyoner Dergisi, 13(30), 1-15. https://doi.org/10.21076/vizyoner.1143408
  • Padilla, A., Hogan, R. and Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176-194. https://doi.org/10.1016/jleaqua.2007.03.0.01
  • Richards, D. and Engle, S. (1986). After the vision; Suggestions to corporate visionaries and vision champions. In Adams, D. (Ed.), Transforming leadership (pp. 199–214). Alexandria: Miles River Press,
  • Rost, C. J. (1993). Leadership for the twenty-first century. CT: Praeger Publishers.
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  • Stelmokienė, A. and Vadvilavičius, T. (2022). Can dark triad traits in leaders be associated with positive outcomes of transformational leadership: Cultural differences. Psihologijske Teme, 31(3), 521-543. https://doi.org/10.31820/pt.31.3.3
  • Stogdill, R. M. (1950). Leadership, membership, and organization. Psychological Bulletin, 47(1), 1-14. https://doi.org/10.1037/h0053857
  • Syed, F., Naseer, S and Shamim, F. (2022). Dealing with the devil: Combined effects of destructive leadership and Dark Triad personality on revenge, happiness and psychological detachment. Canadian Journal of Administrative Sciences, 39(2), 213- https://doi.org/230. 10.1002/cjas.1660
  • Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33(3), 261–289. https://doi.org/10.1177/0149206307300812
  • Tourish, D. (2013). The dark side of transformational leadership. New York: Routledge.
  • Uslu, O. (2021). Karanlık liderlik tarzları: Kavramsal bir değerlendirme. Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 23(2), 901-924. https://doi.org/10.16953/deusosbil.775143
  • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S. and Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126. https://doi.org/10.1177/0149206307308913
  • Winston, B. E. and Patterson, K. (2006). An ıntegrative definition of leadership. International Journal of Leadership Studies, 1(2), 6-66. Erişim adresi: http://admin.umt.edu.pk/Media/Site/STD1/FileManager/OsamaArticle/sep7/winston_patterson.pdf
  • Wisse, B. and Rus, D. (2022). Shift, suppress, sever: Systemic strategies for dealing with dark leadership. Zeitschrift für Psychologie, 230(4), 325–329. https://doi.httpsorg/10.1027/2151-2604/a000492
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  • Zaleznik, A. (1981). Managers and leaders: Are they different? The Journal of Nursing Administration, 11(7), 25-31. Erişim adresi: https://www.jstor.org/stable/26815584
Toplam 69 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular Liderlik
Bölüm Makaleler
Yazarlar

Umut Dağıstan 0000-0002-2544-8384

Yayımlanma Tarihi 24 Aralık 2023
Gönderilme Tarihi 6 Haziran 2023
Yayımlandığı Sayı Yıl 2023 Cilt: 23 Sayı: 4

Kaynak Göster

APA Dağıstan, U. (2023). The Phenomenon of Dark Leadership A Conceptual Evaluation. Anadolu Üniversitesi Sosyal Bilimler Dergisi, 23(4), 1071-1090. https://doi.org/10.18037/ausbd.1310853
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