Investigate the history of one of the following leaders and explain the underlying causes of

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Leadership: Enhancing the Lessons of Experience 8^th Edition, Hughes, ISBN: 9780077862404

Investigate the history of one of the following leaders and explain the underlying causes of derailment or incompetence using concepts we learned in Chapter 15. (Individuals: Jon Corzine, Paul Bremer, or Rod Blagojevich)

The dark side of Leadership

Destructive leadership: individuals who are effective at building teams and getting results through others, but who obtain results that are morally or ethically challenged.

Managerial incompetence: a person’s inability to build teams or get results through others. Chart

Managerial derailment: describes the common reasons why people in positions of authority have difficulties building teams or getting results through others. Key Points

Where do destructive leaders come from?

Charisma is often a tool used by destructive leaders to manipulate their followers.

Individuals who have a underlying need for control and are unable to manage their emotions.

Individuals tend to engage in destructive behaviors when self-efficacy and confidence is low. They are going to control others to get what they need.

Managerial incompetence grid

1. Cheerleaders: people in position of authority who are people centered and make a point of getting along with everyone.
2. Competent managers: good at building teams and getting results through others.
3. In-name-only managers/figureheads: may not be complete fail teams and getting results, but they could be a lot better at both.
4. Results-only managers/taskmasters; good at achieving results, but tend to treat followers so poorly that results tend to be short-lived. Bullies and considered incompetent.

Derailment patterns: 5 common reason why they shift

1.Failure to meet business objectives.

Ethical issues, blaming others for failures, etc. Give credit take blame

2.An inability to build and lead a team

 Builds a group with no diversity; no delegation. Try to do the work themselves.

3. An inability to build relationships with coworkers

 Overly demanding; negative; mean

4.Inability to adapt to new bosses, businesses, cultures, or structures. There is restructure. They shift and derail

5.Inadequate preparation for promotion. Who is going to be promoted? To be competent manager aiding in the skill set.