Anders Örtenblad is Professor of Working Life Science at University of Agder, Norway. He previously edited the book Debating Bad Leadership: Reasons and Remedies as well The Oxford Handbook of the Learning Organization and The Oxford Handbook of Metaphor in Organization Studies.

This remarkable book is a landmark in the field of the study and practice of leadership. If, like me you have been puzzled by the abundance of sunny-side up leadership texts in airport bookshops or the disembodied austerity and faux objectivity of many 'scientific' contributions to the field, whilst every day we witness more and more examples of amoral, corrupt, incompetent, and dishonest leaders, this is the book you have been waiting for. The chapters within are fastidiously researched and stylishly communicated, making a complex and often contradictory phenomenon fresh and accessible. An essential resource for any serious leadership researcher, it will also prove a very useful one for many managers and professionals who are appalled by current leadership failures.

• Part I. Introducing bad leadership and its consequences CHAPTER 1: ANDERS ÖRTENBLAD: AN INTRODUCTION TO THE BOOK AND THE RESEARCH AREA OF BAD LEADERSHIP CHAPTER 2: HORIA MOAlSA: BAD LEADERSHIP AND THE CONSTRUCTION OF ITS CONSEQUENCES CHAPTER 3: DANIELA PAUKNEROVÁ and KATE%RINA ZÁBRODSKÁ: CONSEQUENCES OF BAD LEADERSHIP FOR THE WHOLE ORGANIZATION: MULTISYSTEMIC IMPACTS ON ORGANIZATIONAL RESILIENCE Part II. Defining and approaching bad leadership CHAPTER 4: JOHN SOLAS and ASHLEY ELLIS: BAD LEADERSHIP-CONCEPTS AND SUB-CONCEPTS: AWAY FROM A NOMENCLATURE CHAPTER 5: AGNIESZKA BIE'NKOWSKA and KATARZYNA TWOREK: FORMS OF BAD LEADERSHIP: BAD AS IN UNETHICAL CHAPTER 6: SAM DIRECTOR: THE PREPARATION APPROACH: LACK OF ADEQUATE TOOLS FOR GOOD LEADERSHIP CHAPTER 7: CLIVE BODDY and LOUISE BOULTER: PERSONALITY-BASED APPROACHES TO UNDERSTANDING BAD LEADERSHIP CHAPTER 8: ADEMOLA OWOLABI: AN INTRODUCTION TO THE FOLLOWER-CENTERED APPROACH CHAPTER 9: AYBIKE MERGEN: THE FOLLOWER-CENTERED APPROACH: CO-CREATION OF BAD LEADERSHIP CHAPTER 10: NEIL E. GRUNBERG: TYPES OF BAD FOLLOWERS THAT ENABLE BAD LEADERSHIP CHAPTER 11: TERRY L. PRICE: THE ROLE-EXPECTANCY APPROACH: THE DEMANDS ON "LEADERS" ARE INHUMANE Part III. Putting bad leadership into context CHAPTER 12: NILUPULEE LIYANAGAMAGE and THEOPHILUS TAGOE: PREVALENCE IN CONTEXT: BAD LEADERSHIP IN VARIOUS INDUSTRIES CHAPTER 13: GEORGE ODHIAMBO: THE DARK SIDE OF ACADEMIC LEADERSHIP: CAUSES, CONSEQUENCES, AND REFORMS NEEDED IN HIGHER EDUCATION CHAPTER 14: ELISA ANSOLEAGA, MAGDALENA AHUMADA, ELENA SOTO-CONTRERAS, and ANDERS ÖRTENBLAD: DESTRUCTIVE LEADERSHIP IN THE HEALTHCARE SECTOR: TOWARD AN INTEGRATED MODEL IN COMPLEX WORK SCENARIOS CHAPTER 15: KELLY DEHNERT: THE TOXIC THIRD SIDE: THE THIRD PERSON IN THE ROOM OF CHRISTIAN ORGANIZATIONS CHAPTER 16: SILA CAN DEMIR, SELIN METIN CAMGOZ, and IREM METIN ORTA: DESTRUCTIVE LEADERSHIP IN ALGORITHMICALLY MANAGED REMOTE WORK CHAPTER 17: FITRI HARIANA OKTAVIANI: A GENEALOGY OF BAD LEADERSHIP IN INDONESIA Part IV. Dealing with bad leadership CHAPTER 18: MIGUEL PINA E. CUNHA, ARMÉNIO REGO, STEWART CLEGG, and ACE V. SIMPSON: BAD LEADERSHIP: WHAT COULD BE ACCOMPLISHED THROUGH IMPROVED LEADERSHIP EDUCATION AND DEVELOPMENT CHAPTER 19: SNIGDHA RAI and ASHA BHANDARKER: WHAT COULD BE ACCOMPLISHED THROUGH BETTER WAYS TO IDENTIFY, HELP, OR AVOID BAD LEADERS? CHAPTER 20: JOHN SOLAS: WHAT COULD BE ACCOMPLISHED THROUGH BETTER FOLLOWERS? CHAPTER 21: RICHARD LITTLE: WHAT COULD BE ACCOMPLISHED BY RETHINKING LEADERSHIP? CHAPTER 22: MARIA FORS BRANDEBO and MIRIAM VAN BAALEN: WHAT COULD BE ACCOMPLISHED THROUGH IMPROVED ORGANIZATIONAL SUPPORT? CHAPTER 23: BARBARA KELLERMAN: BAD LEADERSHIP? LET'S FIX WHAT'S BROKE! Part V. Contemplating bad leadership CHAPTER 24: TATIANA PAGE and JOHN J. MGWENYA: THE ILLUSION OF HR'S INFLUENCE IN MITIGATING BAD LEADERSHIP CHAPTER 25: MELISSA SCHÜTZ, IRIS K. GAUGLITZ, MARCO J. HELD, and ASTRID SCHÜTZ: A GENDERED PERSPECTIVE ON BAD LEADERSHIP CHAPTER 26: GEORGE R. (Al) GOETHALS: ENSORCELLING LEADERSHIP: THE UNDOING OF THINKING CHAPTER 27: FRANCESCA VISINTIN, GOUYA HARIRCHI, and DANIEL PITTINO: THE GOOD SIDE OF BAD LEADERSHIP: A REAPPRAISAL OF TRAITS, BEHAVIORS, AND OUTCOMES CHAPTER 28: SINEM BULKAN and MALCOLM HIGGS: DARK LEADERSHIP: A CRITICAL REAPPRAISAL OF HOW DARKNESS IS CONSTRUCTED CHAPTER 29: PAUL TRISTEN BALWANT: REFLECTIONS ON TEACHING DESTRUCTIVE LEADERSHIP CHAPTER 30: ANDERS ÖRTENBLAD and KELLY DEHNERT: FROM REVENGE TO RIGOROUS RESEARCH: USING ONE'S OWN EXPERIENCES OF BAD LEADERSHIP Epilogue CHAPTER 31: ANDERS ÖRTENBLAD: RESEARCH ON BAD LEADERSHIP BEYOND THE BOOK

Anders Örtenblad is Professor of Working Life Science at University of Agder, Norway. He previously edited the book Debating Bad Leadership: Reasons and Remedies as well The Oxford Handbook of the Learning Organization and The Oxford Handbook of Metaphor in Organization Studies.

This remarkable book is a landmark in the field of the study and practice of leadership. If, like me you have been puzzled by the abundance of sunny-side up leadership texts in airport bookshops or the disembodied austerity and faux objectivity of many 'scientific' contributions to the field, whilst every day we witness more and more examples of amoral, corrupt, incompetent, and dishonest leaders, this is the book you have been waiting for. The chapters within are fastidiously researched and stylishly communicated, making a complex and often contradictory phenomenon fresh and accessible. An essential resource for any serious leadership researcher, it will also prove a very useful one for many managers and professionals who are appalled by current leadership failures.

• Part I. Introducing bad leadership and its consequences CHAPTER 1: ANDERS ÖRTENBLAD: AN INTRODUCTION TO THE BOOK AND THE RESEARCH AREA OF BAD LEADERSHIP CHAPTER 2: HORIA MOAlSA: BAD LEADERSHIP AND THE CONSTRUCTION OF ITS CONSEQUENCES CHAPTER 3: DANIELA PAUKNEROVÁ and KATE%RINA ZÁBRODSKÁ: CONSEQUENCES OF BAD LEADERSHIP FOR THE WHOLE ORGANIZATION: MULTISYSTEMIC IMPACTS ON ORGANIZATIONAL RESILIENCE Part II. Defining and approaching bad leadership CHAPTER 4: JOHN SOLAS and ASHLEY ELLIS: BAD LEADERSHIP-CONCEPTS AND SUB-CONCEPTS: AWAY FROM A NOMENCLATURE CHAPTER 5: AGNIESZKA BIE'NKOWSKA and KATARZYNA TWOREK: FORMS OF BAD LEADERSHIP: BAD AS IN UNETHICAL CHAPTER 6: SAM DIRECTOR: THE PREPARATION APPROACH: LACK OF ADEQUATE TOOLS FOR GOOD LEADERSHIP CHAPTER 7: CLIVE BODDY and LOUISE BOULTER: PERSONALITY-BASED APPROACHES TO UNDERSTANDING BAD LEADERSHIP CHAPTER 8: ADEMOLA OWOLABI: AN INTRODUCTION TO THE FOLLOWER-CENTERED APPROACH CHAPTER 9: AYBIKE MERGEN: THE FOLLOWER-CENTERED APPROACH: CO-CREATION OF BAD LEADERSHIP CHAPTER 10: NEIL E. GRUNBERG: TYPES OF BAD FOLLOWERS THAT ENABLE BAD LEADERSHIP CHAPTER 11: TERRY L. PRICE: THE ROLE-EXPECTANCY APPROACH: THE DEMANDS ON "LEADERS" ARE INHUMANE Part III. Putting bad leadership into context CHAPTER 12: NILUPULEE LIYANAGAMAGE and THEOPHILUS TAGOE: PREVALENCE IN CONTEXT: BAD LEADERSHIP IN VARIOUS INDUSTRIES CHAPTER 13: GEORGE ODHIAMBO: THE DARK SIDE OF ACADEMIC LEADERSHIP: CAUSES, CONSEQUENCES, AND REFORMS NEEDED IN HIGHER EDUCATION CHAPTER 14: ELISA ANSOLEAGA, MAGDALENA AHUMADA, ELENA SOTO-CONTRERAS, and ANDERS ÖRTENBLAD: DESTRUCTIVE LEADERSHIP IN THE HEALTHCARE SECTOR: TOWARD AN INTEGRATED MODEL IN COMPLEX WORK SCENARIOS CHAPTER 15: KELLY DEHNERT: THE TOXIC THIRD SIDE: THE THIRD PERSON IN THE ROOM OF CHRISTIAN ORGANIZATIONS CHAPTER 16: SILA CAN DEMIR, SELIN METIN CAMGOZ, and IREM METIN ORTA: DESTRUCTIVE LEADERSHIP IN ALGORITHMICALLY MANAGED REMOTE WORK CHAPTER 17: FITRI HARIANA OKTAVIANI: A GENEALOGY OF BAD LEADERSHIP IN INDONESIA Part IV. Dealing with bad leadership CHAPTER 18: MIGUEL PINA E. CUNHA, ARMÉNIO REGO, STEWART CLEGG, and ACE V. SIMPSON: BAD LEADERSHIP: WHAT COULD BE ACCOMPLISHED THROUGH IMPROVED LEADERSHIP EDUCATION AND DEVELOPMENT CHAPTER 19: SNIGDHA RAI and ASHA BHANDARKER: WHAT COULD BE ACCOMPLISHED THROUGH BETTER WAYS TO IDENTIFY, HELP, OR AVOID BAD LEADERS? CHAPTER 20: JOHN SOLAS: WHAT COULD BE ACCOMPLISHED THROUGH BETTER FOLLOWERS? CHAPTER 21: RICHARD LITTLE: WHAT COULD BE ACCOMPLISHED BY RETHINKING LEADERSHIP? CHAPTER 22: MARIA FORS BRANDEBO and MIRIAM VAN BAALEN: WHAT COULD BE ACCOMPLISHED THROUGH IMPROVED ORGANIZATIONAL SUPPORT? CHAPTER 23: BARBARA KELLERMAN: BAD LEADERSHIP? LET'S FIX WHAT'S BROKE! Part V. Contemplating bad leadership CHAPTER 24: TATIANA PAGE and JOHN J. MGWENYA: THE ILLUSION OF HR'S INFLUENCE IN MITIGATING BAD LEADERSHIP CHAPTER 25: MELISSA SCHÜTZ, IRIS K. GAUGLITZ, MARCO J. HELD, and ASTRID SCHÜTZ: A GENDERED PERSPECTIVE ON BAD LEADERSHIP CHAPTER 26: GEORGE R. (Al) GOETHALS: ENSORCELLING LEADERSHIP: THE UNDOING OF THINKING CHAPTER 27: FRANCESCA VISINTIN, GOUYA HARIRCHI, and DANIEL PITTINO: THE GOOD SIDE OF BAD LEADERSHIP: A REAPPRAISAL OF TRAITS, BEHAVIORS, AND OUTCOMES CHAPTER 28: SINEM BULKAN and MALCOLM HIGGS: DARK LEADERSHIP: A CRITICAL REAPPRAISAL OF HOW DARKNESS IS CONSTRUCTED CHAPTER 29: PAUL TRISTEN BALWANT: REFLECTIONS ON TEACHING DESTRUCTIVE LEADERSHIP CHAPTER 30: ANDERS ÖRTENBLAD and KELLY DEHNERT: FROM REVENGE TO RIGOROUS RESEARCH: USING ONE'S OWN EXPERIENCES OF BAD LEADERSHIP Epilogue CHAPTER 31: ANDERS ÖRTENBLAD: RESEARCH ON BAD LEADERSHIP BEYOND THE BOOK

Anders Örtenblad is Professor of Working Life Science at University of Agder, Norway. He previously edited the book Debating Bad Leadership: Reasons and Remedies as well The Oxford Handbook of the Learning Organization and The Oxford Handbook of Metaphor in Organization Studies.

This remarkable book is a landmark in the field of the study and practice of leadership. If, like me you have been puzzled by the abundance of sunny-side up leadership texts in airport bookshops or the disembodied austerity and faux objectivity of many 'scientific' contributions to the field, whilst every day we witness more and more examples of amoral, corrupt, incompetent, and dishonest leaders, this is the book you have been waiting for. The chapters within are fastidiously researched and stylishly communicated, making a complex and often contradictory phenomenon fresh and accessible. An essential resource for any serious leadership researcher, it will also prove a very useful one for many managers and professionals who are appalled by current leadership failures.

• Part I. Introducing bad leadership and its consequences CHAPTER 1: ANDERS ÖRTENBLAD: AN INTRODUCTION TO THE BOOK AND THE RESEARCH AREA OF BAD LEADERSHIP CHAPTER 2: HORIA MOAlSA: BAD LEADERSHIP AND THE CONSTRUCTION OF ITS CONSEQUENCES CHAPTER 3: DANIELA PAUKNEROVÁ and KATE%RINA ZÁBRODSKÁ: CONSEQUENCES OF BAD LEADERSHIP FOR THE WHOLE ORGANIZATION: MULTISYSTEMIC IMPACTS ON ORGANIZATIONAL RESILIENCE Part II. Defining and approaching bad leadership CHAPTER 4: JOHN SOLAS and ASHLEY ELLIS: BAD LEADERSHIP-CONCEPTS AND SUB-CONCEPTS: AWAY FROM A NOMENCLATURE CHAPTER 5: AGNIESZKA BIE'NKOWSKA and KATARZYNA TWOREK: FORMS OF BAD LEADERSHIP: BAD AS IN UNETHICAL CHAPTER 6: SAM DIRECTOR: THE PREPARATION APPROACH: LACK OF ADEQUATE TOOLS FOR GOOD LEADERSHIP CHAPTER 7: CLIVE BODDY and LOUISE BOULTER: PERSONALITY-BASED APPROACHES TO UNDERSTANDING BAD LEADERSHIP CHAPTER 8: ADEMOLA OWOLABI: AN INTRODUCTION TO THE FOLLOWER-CENTERED APPROACH CHAPTER 9: AYBIKE MERGEN: THE FOLLOWER-CENTERED APPROACH: CO-CREATION OF BAD LEADERSHIP CHAPTER 10: NEIL E. GRUNBERG: TYPES OF BAD FOLLOWERS THAT ENABLE BAD LEADERSHIP CHAPTER 11: TERRY L. PRICE: THE ROLE-EXPECTANCY APPROACH: THE DEMANDS ON "LEADERS" ARE INHUMANE Part III. Putting bad leadership into context CHAPTER 12: NILUPULEE LIYANAGAMAGE and THEOPHILUS TAGOE: PREVALENCE IN CONTEXT: BAD LEADERSHIP IN VARIOUS INDUSTRIES CHAPTER 13: GEORGE ODHIAMBO: THE DARK SIDE OF ACADEMIC LEADERSHIP: CAUSES, CONSEQUENCES, AND REFORMS NEEDED IN HIGHER EDUCATION CHAPTER 14: ELISA ANSOLEAGA, MAGDALENA AHUMADA, ELENA SOTO-CONTRERAS, and ANDERS ÖRTENBLAD: DESTRUCTIVE LEADERSHIP IN THE HEALTHCARE SECTOR: TOWARD AN INTEGRATED MODEL IN COMPLEX WORK SCENARIOS CHAPTER 15: KELLY DEHNERT: THE TOXIC THIRD SIDE: THE THIRD PERSON IN THE ROOM OF CHRISTIAN ORGANIZATIONS CHAPTER 16: SILA CAN DEMIR, SELIN METIN CAMGOZ, and IREM METIN ORTA: DESTRUCTIVE LEADERSHIP IN ALGORITHMICALLY MANAGED REMOTE WORK CHAPTER 17: FITRI HARIANA OKTAVIANI: A GENEALOGY OF BAD LEADERSHIP IN INDONESIA Part IV. Dealing with bad leadership CHAPTER 18: MIGUEL PINA E. CUNHA, ARMÉNIO REGO, STEWART CLEGG, and ACE V. SIMPSON: BAD LEADERSHIP: WHAT COULD BE ACCOMPLISHED THROUGH IMPROVED LEADERSHIP EDUCATION AND DEVELOPMENT CHAPTER 19: SNIGDHA RAI and ASHA BHANDARKER: WHAT COULD BE ACCOMPLISHED THROUGH BETTER WAYS TO IDENTIFY, HELP, OR AVOID BAD LEADERS? CHAPTER 20: JOHN SOLAS: WHAT COULD BE ACCOMPLISHED THROUGH BETTER FOLLOWERS? CHAPTER 21: RICHARD LITTLE: WHAT COULD BE ACCOMPLISHED BY RETHINKING LEADERSHIP? CHAPTER 22: MARIA FORS BRANDEBO and MIRIAM VAN BAALEN: WHAT COULD BE ACCOMPLISHED THROUGH IMPROVED ORGANIZATIONAL SUPPORT? CHAPTER 23: BARBARA KELLERMAN: BAD LEADERSHIP? LET'S FIX WHAT'S BROKE! Part V. Contemplating bad leadership CHAPTER 24: TATIANA PAGE and JOHN J. MGWENYA: THE ILLUSION OF HR'S INFLUENCE IN MITIGATING BAD LEADERSHIP CHAPTER 25: MELISSA SCHÜTZ, IRIS K. GAUGLITZ, MARCO J. HELD, and ASTRID SCHÜTZ: A GENDERED PERSPECTIVE ON BAD LEADERSHIP CHAPTER 26: GEORGE R. (Al) GOETHALS: ENSORCELLING LEADERSHIP: THE UNDOING OF THINKING CHAPTER 27: FRANCESCA VISINTIN, GOUYA HARIRCHI, and DANIEL PITTINO: THE GOOD SIDE OF BAD LEADERSHIP: A REAPPRAISAL OF TRAITS, BEHAVIORS, AND OUTCOMES CHAPTER 28: SINEM BULKAN and MALCOLM HIGGS: DARK LEADERSHIP: A CRITICAL REAPPRAISAL OF HOW DARKNESS IS CONSTRUCTED CHAPTER 29: PAUL TRISTEN BALWANT: REFLECTIONS ON TEACHING DESTRUCTIVE LEADERSHIP CHAPTER 30: ANDERS ÖRTENBLAD and KELLY DEHNERT: FROM REVENGE TO RIGOROUS RESEARCH: USING ONE'S OWN EXPERIENCES OF BAD LEADERSHIP Epilogue CHAPTER 31: ANDERS ÖRTENBLAD: RESEARCH ON BAD LEADERSHIP BEYOND THE BOOK