Overview

Based on over thirty years of unobtrusive case studies, the authors found that leaders in higher education, government/politics, community-based organizations, and businesses who displayed an array of negative behaviors generally resulted in low levels of efficiency and productivity. This book is organized around three broad themes/sections as described below. (1) Negative trickle-down behavioral leadership (NTBL). NTBL does not follow the traditional leading-by-example approach, but rather, it is characterized by attitudes and behaviors that are uncouth, egocentric, self-deceptive, irrational, and discourteous and possessing a know-it-all mentality. Additionally, leaders who displayed such negative behaviors are generally narcissistic, having a self-aggrandized image and elasticizing the truth, where a lie becomes the truth and, eventually, the truth becomes a lie. (2) Homicidal leadership: Homicidal leadership (HL) is a conscious effort overt or covert method employed by a leader aimed at frustrating a targeted employee, which eventually leads to that employee quitting, resigning, being terminated, or forced out of a position. Homicidal leadership generally occurs when an employee possesses skills, attitudes, and dispositions that are incongruent with the leader. (3) Suicidal leadership (SL): Suicidal leadership (SL) is a series of downward spiraling fatal errors that deplete leaders' effectiveness and eventually culminates in their termination. These errors and/or behaviors occur in phases and include (1) the disequilibrium phase, (2) the reactive phase, (3) the impulsive phase, (4) the weakened phase, (5) the neurotic phase, and, finally, the termination phase or SL. Suicidal leadership theory assumes when a leader engages in certain negative behaviors such as controlling, threatening, coercing, micromanaging, and nano-managing employees (excessive intrusive supervision) and/or uses devious leadership strategies. The heart of suicidal leadership is leaders' ineffectiveness caused by inappropriate dispositions and attitudes, lack of abilities and skills, and, oftentimes arrogance, resulting in the leader's inability to achieve organizational goals.

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