Malignant Leadership

From the law firm context, but with wider application.

'Malignant leaders initially perform, and perform very well. But ultimately they engage in several undermining behaviors, such as exhibiting a powerful desire for heroic recognition and high visibility; deliberately providing colleagues with grand aspirations and portraying themselves as having the answers; misleading through fabrication and misdiagnosing situations and issues, often relying on outdated or unproven strategies and tactics; stifling criticism, to the extent that fellow partners comply with, rather than question, the leader's actions; ignoring negative feedback and continuing a failing course of action regardless of the consequences; and declining to nurture possible successors and otherwise clinging to power.' --Patrick J. McKenna