As leaders we are bombarded with information – leadership theories, research, blogs and advice on how to increase our effectiveness as leaders. Here I share with you resources that I have found useful in my own leadership practice.
Disclaimer: These resources are provided for your information. Their distribution does not imply endorsement of any products or services offered in these resources.
Arrowdynamics – training for managers and supervisors. Chris Whitecross shares, practical techniques to improve management skills and effectively deal with behavioural issues in the workplace.
Association for Coaching – a leading independent, and not-for-profit professional body dedicated to promoting best practice and raising the awareness and standards of coaching, worldwide, including Leader Coach.
BTS Spark – targeted leadership development and coaching for education leaders to help them find their ‘leadership spark’.
Centre for Work, Organisation and Wellbeing (WOW) – the WOW team use rigorous academic processes to bridge the gap between workplace research, practice and policy to help meet the demands of a constantly changing and adapting business world.
CEO Institute – Career networks and professional development for CEOs
Griffith Business School – Corporate Education – Graduate Certificate in Leadership and Management, delivered in-house, customised to your organisation’s vision, values and strategic priorities.
Institute of Managers and Leaders Australia New Zealand – Career networks and professional development for managers
Lee Hecht Harrison (LHH) – partners with organisations to design and implement multi-faceted leadership development programs aligned to business practices, including experiential learning, coaching and mentoring.
Women & Leadership Australia – leadership development programs that immerse participants in an experience informed by the complexities and opportunities of being a female leader today.
Blinkist – This accelerated learning app makes it easy to absorb insights from the best books on leadership, then delivers actionable advice from the author in a short, memorable format you can read or listen to in under 15 minutes.
The LEADERSHIP CHALLENGE MOBILE LEADER TOOL, available from the App Store, provides a concise overview of The Leadership Challenge model – The Five Practices of Exemplary Leadership® with supporting tools such as real leader case studies, helpful practice routines that can easily integrate into your work as a leader, and an inspirational Quote of the Day.
Ancona, D., Malone, T.W., Orlikowski, W.J., & Senge, P.M. (2007). The incomplete leader. Harvard Business Review, February, 92-100.
Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. UK: Penguin Random House.
Covey, S.M.R. (2006). The speed of trust. New York: Free Press.
Dalglish, C., & Evans, P. (2007). Leadership in the Australian context. Prahan: Tilde University Press.
George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership. Harvard Business Review, February, 129-138.
Goffee, R. & Jones, J., (2000). Why should anyone be led by you? Harvard Business Review, October, 63-70.
Goleman, D. (2004). What makes a leader? Harvard Business Review, January, 82-91.
Kaufman, S. B., Yaden, D. B., Hyde, E., & Tsukayama, E. (2019). The Light vs. Dark Triad of Personality: Contrasting Two Very Different Profiles of Human Nature. Frontiers in psychology, 10, 467.
Kouzes, J., & Posner, B. (2012). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. San Francisco, CA: Jossey-Bass.
Kouzes, J., & Posner, B. (2015). Extraordinary Leadership in Australia and New Zealand. The five practices that create great workplaces. Melbourne: John Wiley & Sons Australia, Ltd.
Lencioni, P. (2002). The five dysfunctions of a team. A leadership fable. USA: Jossey-Bass.
Scott, K. (2018). Radical Candor. How to Get What You Want by Saying What You Mean. USA: Pan Books.
Scott, S. (2002). Fierce conversations: Achieving success at work and in life one conversation at a time. USA: Berkley.
Scott, S. (2009). Fierce leadership. London: Piatkus.
Webster, V. (2022). Beyond the leadership/followership dichotomy in P. Brough, E. Gardiner, & K. Daniels (eds). Handbook on management and employment practices. Springer.
Dark side of Leadership
Babiak, P., & Hare, R. D. (2007). Snakes in suits. When psychopaths go to work. New York: Harper Collins.
Bakan, J. (2004). The Corporation. The pathological pursuit of profit and power. London: Constable & Robinson Ltd.
Clarke, J. (2005). Working with monsters. How to identify and protect yourself from the workplace psychopath. Sydney: Random House.
Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18, 207-216.
Furnham, A., Trickey, G., & Hyde, G. (2012). Bright aspects to dark side traits: Dark side traits associated with work success. Personality and Individual Differences, 52, 908-913.
Kaplan, R. E., & Kaiser, R. B. (2009). Stop overdoing your strengths. Harvard Business Review, February, 1-6.
Kellerman, B. (2004). Leadership – warts and all. Harvard Business Review, January, 40-45.
Lipman-Blumen, J. (2005). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians – and how we can survive them. Oxford: Oxford University Press.
Maccoby, M. (2004). Narcisstic leaders: The incredible pros, the inevitable cons. Harvard Business Review, January, 92-101.
Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers and conducive environments. The Leadership Quarterly, 18, 176-194.
Schyns, B., & Hansborough, T. (2010). When leadership goes wrong: Destructive leadership, mistakes and ethical failures. Chicago: Information Age Publishing.
Spreier, S. W., Fontaine, M. H., & Malloy, R. L. (2006). Leadership run amok: The destructive potential of overachievers. Harvard Business Review, June, 73-82.
Trickey, G., & Hyde, G. (2009). A decade of the dark side. Fighting our demons at work. UK: Whitepaper by Psychological Consultancy Limited.
Webster, V. (2021). Organisational silence and inaction in J. Catanzariti & K. Egan (eds). Workplace bullying. Second edition. Australia: Lexis Nexis.
Webster, V. & Brough, P. (2022). Destructive leadership in the workplace and its consequences. Translating theory and research into evidence-based practice. UK: SAGE Swifts.
Burton, H., Webster, V., & Lees, A. (2010). How to get ahead without murdering your boss. Six simple steps to actively manage your career.
Chaleff, I. (2009). The courageous follower. Standing up to and for our leaders. San Francisco, CA: Berrett-Koehler Publishers, Inc.
Crowley, K., & Elster, K. (2009). Working for you isn’t working for me. New York: Penguin Group.
Harris, R. (2008). The Happiness Trap. How to Stop Struggling and Start Living: A Guide to ACT. USA: Trumpeter Books.
Kellerman, B. (2008). Followership: How followers are creating change and changing leaders. USA: Harvard Business School Publishing.
Lubit, R. H. (2004). Coping with toxic managers, subordinates and other difficult people. USA: Pearson Education Inc.
McEwen, K. (2016). Building your resilience. How to thrive in a challenging job. SA: Mindset Publications.
Seligman, M. (1992). Learned Optimism. NSW: Random House.
Seligman, M. (2002). Authentic Happiness. NSW: Random House.
Sutton, R. (2007). The no asshole rule. Building a civilized workplace and surviving one that isn’t. Great Britain: Sphere.
Academic References on the Dark Side of Leadership
Aasland, M. S., Skogstad, A., Notelaers, G., Nielsen, M. B., & Einarsen, S. (2010). The prevalence of destructive leadership behaviour. British Journal of Management, 21, 438-452.
Benson, M. J., & Campbell, J. P. (2007). To be, or not to be, linear: An expanded representation of personality and its relationship to leadership performance. International Journal of Selection and Assessment, 15(2), 232-249.
Campbell, W. K., Hoffman, B. J., Campbell, S. M., & Marchisio, G. (2011). Narcissism in organizational contexts. Human Resource Management Review, 21, 268-284.
Choi, Y., & Phan, W. M. J. (2021). Narcissistic leaders: The good, the bad, and recommendations. Organizational Dynamics, 51, 1-12.
Crawshaw, L. (2010). Coaching abrasive leaders: Using action research to reduce suffering and increase productivity in organizations. International Journal of Coaching in Organizations, 29(8), 1.
Diller, S. J., Frey, D., & Jonas, E. (2021). Coach me if you can! Dark triad clients, their effect on coaches, and how coaches deal with them. Coaching: An International Journal of Theory, Research and Practice, 14(2), 110-126.
Dolce, V., Vayre, E., Molino, M., & Ghislieri, C. (2020). Far away, so close? The role of destructive leadership in the job demands–resources and recovery model in emergency telework. Social Sciences, 9(11), 196.
Fischer, T., Tian, A. W., Lee, A., & Hughes, D. J. (2021). Abusive supervision: a systematic review and fundamental rethink. The Leadership Quarterly, 32(6), 101540.
Judge, T. A., Piccolo, R. F., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The Leadership Quarterly, 20(6), 855-875.
Kellerman, B. (2004a). Bad leadership: What it is, how it happens, why it matters. New York: Harvard Business Review Press.
Krasikova, D. V., Green, S. G., & LeBreton, J. M. (2013). Destructive leadership: A theoretical review, integration, and future research agenda. Journal of Management 39(5), 1308-1338.
Mackey, J. D., Ellen III, B. P., McAllister, C. P., & Alexander, K. C. (2021). The dark side of leadership: A systematic literature review and meta-analysis of destructive leadership research. Journal of Business Research, 132, 705-718.
Martinko, M. J., Harvey, P., Brees, J. R., & Mackey, J. (2013). A review of abusive supervision research. Journal of Organizational Behavior, 34, S120-S137.
May, D., Wesche, J. S., Heinitz, K., & Kerschreiter, R. (2014). Coping with destructive leadership. Putting forward an integrated theoretical framework for the interaction process between leaders and followers. Journal of Psychology, 222(4), 203-213.
Paulhus, D. L., & Williams, K. M. (2002). The dark triad of personality: Narcissism, Machiavellianism, and psychopathy. Journal of Research in Personality, 36, 556-563.
Pelletier, K. L. (2010). Leader toxicity: An empirical investigation of toxic behavior and rhetoric. Leadership 6(4), 373-389.
Redeker, M., de Vries, R. E., Rouckhout, D., Vermeren, P., & de Fruyt, F. (2014). Integrating leadership: The leadership circumplex. European Journal of Work and Organizational Psychology, 23(3), 435-455.
Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138-158.
Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S., & Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior. Journal of Occupational and Health Psychology, 12(1), 80-92.
Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management Development, 33(3), 261-289.
Thoroughgood, C. N., Padilla, A., Hunter, S. T., & Tate, B. W. (2012). The susceptible circle: A taxonomy of followers associated with destructive leadership. The Leadership Quarterly, 23, 897-917.
Thoroughgood, C. N., Tate, B. W., Sawyer, K. B., & Jacobs, R. (2012) . Bad to the bone: Empirically defining and measuring destructive leader behavior. Journal of Leadership & Organizational Studies, 19(2), 230-255.
Yagil, D., Ben-Zur, H., & Tamir, I. (2011). Do employees cope effectively with abusive supervision at work? An exploratory study. International Journal of Stress Management, 18(1), 5-23.