The dark side of leadership: what drives people to become leaders?

Abstract

States there is a persistent view that a perfect business model exists — which is managed by a logical, rational leader. Posits that the most successful organizational leaders are not exactly rational, logical, sensible, and dependable human beings — but are prone to irrational behaviour. Concludes that the exposed position and heightened pressure on leaders can encourage extreme manifestations of their emotional instability. Uses a large table to show types and symptoms of neurotic organizations. Stresses that leaders need a more concentrated study of the people around them to assist in their understanding.

Citation

Kippenberger, T. (1997), "The dark side of leadership: what drives people to become leaders?", The Antidote, Vol. 2 No. 3, pp. 11-13. https://doi.org/10.1108/EUM0000000006339