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The purpose of this paper is to examine whether self‐defeating behaviors are correlated with leader derailment, and to compare self‐defeating behaviors to the previously identified derailment theme “Problems with Interpersonal Relationships”.

Deans at AACSB International‐accredited business schools were surveyed about “Problems with Interpersonal Relationships” and self‐defeating behaviors (SDBs) that one to two of their derailed direct reports may have portrayed. SDBs were analyzed for their strength of association with derailment and compared to the derailment theme “Problems with Interpersonal Relationships.”

Results indicated that SDBs are multi‐dimensional and those behaviors that involve interaction with others were significantly associated with leader derailment. Further, the results suggest that SDBs were significantly more indicative of derailment than were “Problems with Interpersonal Relationships”.

The small sample size may limit the ability to generalize the results of the study. Further, the lack of a comparison group of non‐derailed leaders does not rule out the possibility that they may also exhibit SDBs.

As the baby‐boomer generation leaves the workforce over the coming years, the demand for competent leadership will increase dramatically. Companies need to understand the underlying causes of derailment and take appropriate steps to minimize its impact.

Previous research on self‐defeating behaviors has focused on an individual's potential to derail. This study is unique in that it links SDBs to practicing leaders and relies on supervisor ratings (rather than self‐reports) of SDBs.

The purpose of this paper is to propose the value of more widely incorporating derailment factors into talent management practices in order to effectively develop and engage talent.

The paper considers various approaches to understanding derailment in the context of leadership talent. It draws on a combination of literature, early doctoral research and practitioner experience in talent management and leadership development, to present a viewpoint on the merits for talent management practitioners of using an understanding of derailment to broaden talent development practices.

It is suggested that by understanding the nature of derailment and incorporating this understanding into talent management practices, a more balanced and robust approach to talent development is achieved. Only focussing on core talents without identifying potential derailment tendencies and creating strategies at either the individual or organisational level to mitigate these, can leave leaders vulnerable to derailment as they advance their leadership careers.

Prevalent within organisational talent management practices is a single minded focus on definitions of talent, without considering aspects of derailment as a matter of course. This paper encourages talent management practitioners to proactively consider aspects of derailment in order to generate a multi‐dimensional approach to understanding talent, therefore more effectively prioritising talent development needs and engagement strategies.

This paper aimed to examine the relationship between 360° assessment of leadership derailment factors and leadership effectiveness, differences across position levels, and impact of self‐other agreement.

The data were from an archive of 360° feedback (N=523). Boss ratings of leadership effectiveness were regressed on leadership derailment factors as rated by other rater sources (e.g. peers and direct reports). Polynomial regressions were conducted to examine the impact of self‐other agreement.

As hypothesized, derailment factors had statistically significant negative correlations with leadership effectiveness. Higher‐level managers were rated higher on derailment factors than lower‐level managers. In‐agreement high ratings of derailment factors (i.e. rated high by both self and others) were associated with lower effectiveness than in‐agreement low ratings (i.e. rated low by both self and others). Self under‐ratings of derailment factors (i.e. self ratings lower than others’ ratings) were related to lower effectiveness than self over‐ratings (i.e. self ratings higher than others’ ratings). It also was found that self ratings were less accurate than ratings from other rater sources.

Leadership derailment induces significant direct as well as indirect costs to organizations. The 360° feedback process can be used to help managers enhance their self‐awareness of derailment potential. Findings of this study can be used to help interpret 360° assessment results.

Past research on 360° feedback has focused primarily on positive leadership characteristics. This study represents one of the few in the literature that empirically has examined the assessment of negative leadership characteristics in 360° feedback.

The actions of school leaders have direct and profound ethical implications on their organizations and corresponding stakeholders. Each action impacts the ethical notion of mutuality and either adds to or detracts from the existing social capital in the school leader’s organization and surrounding school community. Whether or not the school leader chooses to act out of self‐interest and contribute to the growth of fragmentation in the organization or chooses to act with integrity based on sound ethical principles is determined in large extent by the school leader’s character.

This paper examines the relationship among leadership skills, management skills and individual success and failure in formal organizations.

A model is presented depicting the interactive relationship among the three variables and explaining why some high potential employees suffer derailment while other individuals with similar skills continue to develop and achieve organizational success.

The model indicates that there is not one combination of management and leadership skills related to individual success.

Developmental activities should be ongoing regardless of the individual's level in the organization.

This paper synthesizes several streams of research into a coherent model that can be used as a guide for leadership development activities.

This study aims to examine whether the internal locus of control, self-esteem and leadership self-efficacy can predict differences in self–other rating agreement on leader effectiveness. First, the authors predicted that the greater the internal locus of a leader the more their self-rating will be in agreement with others' rating of them (1a). Second, the authors proposed that the greater the self-esteem of a leader the more their self-rating will be in discrepancy with others' rating (1b). Third, the authors hypothesized that the greater the self-efficacy of a leader the more their self-rating will be in agreement with others' rating (1c).

To test the hypotheses, multisource data were collected from 128 banking leaders (who responded about different aspects of leadership self-efficacy, internal locus of control, self-esteem and leadership effectiveness) and 344 subordinates (who rated their leaders' effectiveness in performing leadership tasks).Multivariate regression was performed by jointly regressing both leaders' self-ratings and subordinates' ratings as a dependent variable on internal locus of control, self-esteem and leadership self-efficacy as predictor variables.

Self-esteem of a leader the more their self-rating will be in discrepancy with others' ratings.

The study tried to investigate the leader-subordinate dis(agreement) on leaders’ effectiveness taking banking leaders in the Ethiopian Context. The finding of the results is crucial and important for leadership development programs.

Narcissism is often cited as a construct that is likely related to unethical leadership. Still, only a handful of empirical studies have examined the relationship between narcissism and workgroup outcomes, and practically none have linked narcissism to leader behaviors. The purpose of this paper is to use narcissism scores to predict behaviors associated with unethical leadership in a controlled setting.

Participants completed a measure of narcissistic personality. Participants also completed an administrative assessment center (AC). Qualitative analysis was used to code the behaviors in the AC into dimensions associated with unethical leader behavior.

Narcissism was related to the display of unethical behaviors during the AC. Scores on the narcissism scale correlated positively with behaviors associated with unethical leadership, including one-way communication, control of power, insensitivity to others, an unrealistic assessment of the environment, manipulative communication, and pseudo-transformational behaviors.

This is one of only a few studies that demonstrate a relationship between narcissism and observed unethical “bad” leader behaviors. Quantifying this relationship suggests that measures of narcissism could be used in leadership selection. Quantifying this relationship could also be used by coaches as they work to improve leader behavior.

The purpose of this article is to establish how HR professionals can help to accelerate the performance of senior leaders in the first 100 days.

The article begins with an appraisal of how many businesses approach the first 100 days, how resources are allocated and the scope to improve practices in these areas. Subsequently, the article outlines where HR can add value to the first 100 days process, while identifying what the challenges and pitfalls are for new leaders during those early days. The article concludes with an assessment of how to write and implement an effective 100‐day plan that can set the tone for an effective leadership transition, and a case study to outline how performance acceleration in the first 100 days can have an enterprise‐wide impact.

The article is clear that outside expertise and assistance in the first 100 days form a vital tool for HR practitioners. The case study sets out how the HR director at AppSense used experts in the first 100 days to accelerate the performance of the whole business as it faced the challenge presented by significant growth.

The article takes a practical, real‐world view on what is achievable internally, and where outside help needs to be brought in to ensure newly appointed leaders get off to an accelerated start. It is based on seven years' experience of First100 consultants working with senior business leaders in global corporations, with findings derived from the challenges and opportunities these leaders have encountered in their first 100 days.

The article takes a practical view on how HR professionals can help to improve new senior leaders' performance in the first 100 days, on what is achievable internally, and where outside help needs to be brought in.

This paper aims to examine the effects of the leaders’ dark triad (DT) personality traits, namely, Machiavellianism, Narcissism and Psychopathy, on the team performance variability. Furthermore, this work explores the role of team agreeableness in the above relationship.

The study is based on the longitudinal and archival data obtained from the sales team (team leaders: n = 190; team members: n = 832) of 19 firms dealing with fast-moving consumer goods in India.

From the finding of the study, it can be inferred that the presence of DT traits in the leaders causes high fluctuations in team performance. Besides, team agreeableness was found to moderate the relationship between the DT traits of the leaders and the team performance variability.

The theoretical and practical implications of the study are also discussed.