High toxicity leadership: Borderline personality disorder and the dysfunctional organization
Abstract
Purpose
This paper aims to assess highly toxic personality disorders in leaders, implications for organizations, and methods for assessment and intervention.
Design/methodology/approach
Action research was used, including a thick description case study narrative and application of the DSM IV‐TR.
Findings
Personality disorders are a source of a highly toxic and dysfunctional organizational behavior; borderline personality disorder in a leader may serve as a systemic contaminant for an organization.
Research limitations/implications
A qualitative, case study approach may not lend itself to replication or quantification; usage of the DSM IV‐TR requires clinical training in counseling psychology; the growing incidence of personality disorders in leadership warrants cognizance, ability to assess, the creation of early detection systems and methods of intervention.
Practical implications
Through the narrative of a case study researchers and practitioners can obtain a glimpse into the day‐to‐day operations and nuances of a highly toxic leader and how it impacts an organization; interventions and solutions are provided.
Originality/value
This paper calls attention to highly toxic leadership and organizational dysfunction by investigating borderline personality disorder as a prototype.
Keywords
Citation
Goldman, A. (2006), "High toxicity leadership: Borderline personality disorder and the dysfunctional organization", Journal of Managerial Psychology, Vol. 21 No. 8, pp. 733-746. https://doi.org/10.1108/02683940610713262
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited