By Dennis Tourish
Most study into management has provided leaders as heroic, charismatic and transformational ‘visionaries’. The chief, no matter if in company, politics or the other box, is crucial consider selecting even if businesses prevail or fail. certainly, regardless of the basic error that have, arguably, at once ended in international fiscal recession, it's always nonetheless taken without any consideration that transformational management is an efficient factor, and that leaders must have even more strength than fans to choose what should be performed.
The darkish aspect of Transformational Leadership confronts this orthodoxy via illustrating how such methods can inspire narcissism, megalomania and negative decision-making at the a part of leaders, at nice cost to these enterprises they're there to serve. Written in a full of life and interesting variety, the ebook makes use of a couple of case stories to demonstrate the perils of transformational management, from the Jonestown tragedy in 1978 while over 900 humans have been both murdered or dedicated suicide on the urging in their chief, to an research of the way banking executives attempted to provide an explanation for away their function within the 2008 monetary situation
This provocative and highly vital booklet bargains an extraordinary severe viewpoint within the box of management reports. Concluding with a brand new process that gives an alternative choice to the dominant transformational version, The darkish facet of Transformational management will be a useful textual content for teachers drawn to management, scholars on management classes requiring a extra serious point of view, and an individual desirous about how humans lead humans, and the teachings we will learn.
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Extra resources for The Dark Side of Transformational Leadership: A Critical Perspective
Sample text
The leader, meanwhile, takes the absence of overt dissent as assent and, moreover, views it as supplementary evidence that the given course of action is correct – what has been termed consensual validation (Tourish and Robson 2003). Transformational leadership is liable to exacerbate these problematic processes yet further, with negative consequences for the quality of a leader’s decision making. Undaunted, transformational leadership theorists typically argue that leaders should seek to influence the identity of their followers to indirectly increase their commitment (Chemers 2003).
For example, investigations of annual reports show that bad performance is attributed to general economic or industry conditions. Good performance, on the other hand, is attributed to management and internal organizational factors (Salancik and Meindl 1984). Such a flawed conception is not limited to leaders. De Vries et al. (1999) surveyed 958 people and found that subordinates with charismatic leaders had a higher need for leadership than those with noncharismatic leaders. The evident encouragement of such dependency attitudes is scarcely consistent with the empowerment imperative.
Sceptics and dissenters, the weak and the wavering, are forced to leave if they maintain a questioning attitude. The absence of overt dissent encourages the wide adoption of the fallacious view that everyone agrees with the general line and imbues it with a spurious legitimacy it lacks in reality. Typically, CEOs come under pressure to replicate these dynamics. They can derive theoretical sustenance for this effort from the writings of transformational leadership theorists. Once committed, it is hard to detour from the road already well travelled.