The Dark Side of Leadership : Identifying and Overcoming Unethical Practice in Organizations.

Front Cover -- The Dark Side of Leadership: Identifying and Overcoming Unethical Practice in Organizations -- Copyright Page -- Contents -- List of Contributors -- Introduction -- Chapter 1 "Irresponsible Leadership" and Unethical Practices in Schools: A Conceptual Framework of the "Dark Side" of Educational Leadership -- Introduction -- The Major Elements of Irresponsible Educational Leadership -- A Narrow View of Education -- A Business-Like View of the Student -- A Narcissist and Ego-Centrist View -- Self-Centered Decision Making -- Emotional Unawareness and Poor Emotion Regulation -- The Negative Influences of IRL in Our Schools -- Preventing the Emergence of IRL in Our Schools: THREE Leadership Models -- The Role of Participative Leadership -- The Value-Based Contributions of Moral Leadership for Social Justice -- The View of Instructional Leadership -- Conclusions and Implications -- Empirical Implications -- Practical Implications -- References -- Chapter 2 Anatomy of an Organizational Train Wreck: A Failed Leadership Paradigm -- The Baca Years -- The Rise of Paul Tanaka -- The Impact -- Moving Forward -- Conclusions -- Note -- References -- Chapter 3 A Consideration of Ethical Leadership in Ontario University Governance -- Introduction: A Brief Review of the Social and Economic Dimensions of the University Sector -- Background and Description of the Problem: Exploring the Concept of Governance in an Environment of Increasing Financial Accountability -- From Duff-Berdahl to Increased Bicameralism in the University Sector -- Philosophical Context -- Approaches to Improve Practice -- Setting the Tone -- Ethical Leadership: Servant Leadership, Reflection, and Stewardship within Bicameralism -- Framing Ethical Leadership in a University Setting -- Servant Leadership -- Reflection -- Stewardship Theory.

Consolidating Servant Leadership, Reflection, and Stewardship -- Conclusions and Implications -- References -- Chapter 4 Rethinking Leadership in K-12: Ensuring that Those in Positions of Leadership Are also Positioned to Lead -- Introduction -- The Problem -- Solutions -- Preventing People from Ascending to Positions of Leadership -- Cultivating Leaders -- Leadership Development -- Professional Development -- Conclusion -- Notes -- References -- Chapter 5 Unethical Decision-Making of School Principals and Vice-Principals in the Arab Education System in Israel: The Interplay Between Culture and Ethnicity -- Introduction -- Ethical Dimension of Educational Leadership and Decision-Making -- Ethical Leadership in Different Cultures and Contexts -- Methodology and Methods -- Research Participants -- Data Analysis -- Findings -- Perceptions of Ethical Dilemmas -- Lording Power over Others -- Conflicting Expectations by Interested Parties -- Reflections in Unethical Decision-Making -- Conclusions and Implications -- Theoretical and Practical Implications -- References -- Chapter 6 "Strong People Don't Need Strong Leaders" -- Why I Write This Chapter -- Standing Still and Strong in the Middle of the Dark -- Reckoning with Unethical Practices -- Ignoring History and Hegemony -- What We Think We Know -- Back to the Beginning - Our Historical Roots -- Unexcused Ignorance -- Our Racist Lens -- Follow the Money -- What Else Must Leaders Consider? -- The Discipline of Stillness in Education -- References -- Chapter 7 Coming in From Out of the Dark -- Disclosure -- Prelude: Naming -- Situations -- Heresy -- Wounding -- The Organization -- The Individual -- Scars -- Systems and Organizations -- Epilogue -- References -- Chapter 8 The Destructive Effects of Distrust: Leaders as Brokers of Trust in Organizations -- Introduction -- Trust versus Distrust.

The Problem of Distrust in Organizations -- Leaders' Breakdown of Trust -- Initiation of Trust Repair by Leaders -- Approaches to Trust Restoration -- Conclusions: Hopefulness of Trust -- References -- Chapter 9 Global Core Leadership Competencies: A Response to "Institutional Culture" and (In)-Competence in Higher Education -- Introduction -- Developing and Preparing Globally Competent Leaders in Higher Education -- Over-Representation of Incompetent Institutional Leadership -- Leadership Core Competencies -- Moral Competence -- Pedagogical Competence -- Information Competence -- Organizational Competence -- Economic Competence -- Cultural Competence -- Final Reflections -- References -- Chapter 10 Performance Ł Leadership: Shifting Institutional Research Performance -- Introduction -- A "Turnaround" Leader? -- Approaches to Improve Practice -- Ontological Complicity -- Problematizing the Canon -- Grounding in Time and Space -- Beyond Binaries -- Productive Theorizing -- Summary -- Conclusion -- References -- Chapter 11 Increasing Darkness: Combining Toxic Leadership and Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) -- Introduction -- VUCA -- Toxic Leadership Defined -- Toxic Leadership and the VUCA Environment -- Mitigating Toxic Leadership by Taking Individual and Organizational Responsibility -- Individually -- Organizationally -- Conclusions: Mitigating VUCA -- References -- Chapter 12 The Seven Deadly Narratives of Leadership -- Introduction -- The Powerful Influences on Leaders' Choice Making -- Classical Approaches to Describing Deadly Vices -- Descriptions of Seven Deadly Narratives -- The Narrative of Indifference (Sloth) -- The Narrative of Anger -- Narrative of Arrogance (Pride) -- The Narrative of Constant Comparison (Envy) -- Narrative of Self-Gratification (Lust) -- Narrative of Intemperance (Gluttony) -- Narrative of Greed.

Concluding Remarks -- References -- Chapter 13 Perpetuating Inequality in Education: Valuing Purpose over Process in Educational Leadership -- Introduction -- The Current State of Leadership Discourse -- Confronting the Issues of Indigenous Education, Racism, and Disadvantage -- Leadership for Social Justice -- An Ethos of Equity and Social Justice as a Starting Point -- Understanding and Addressing Racism -- Advocacy But Understanding Challenges of Advocacy -- Conclusion -- Notes -- References -- Chapter 14 Why Leaders Are Not Always to Blame: From "Free Will" to Responsible Action -- Introduction -- Free Will: Yes, No, Maybe, and What Is It Anyway? -- Free Will Skepticism -- Agency-as-Virtual? -- "My Brain Made Me Do It" -- Responsibility, Brains, and Culture -- Note -- References -- About the Authors -- Index.

This volume explores the dark side of leadership - the unethical, unlawful, and unconscionable practice in which some leaders engage. The book includes contributions from scholars from the worlds of education, business, nursing, and other relational-oriented fields of inquiry and practice.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.