Tuesday, January 22, 2013

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as having the answers; misleading through fabrication and misdiagnosing situations and issues, often relying on outdated or unproven strategies and tactics; stifling criticism, to the extent that fellow partners comply with, rather than question, the leader's actions; ignoring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

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