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 – leadership coaching to build leaders’ coaching skills and create a coaching culture.

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.

Harvard Business School – catalogue of online business, leadership and management courses.

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. ​


This Working Life with Lisa Leong

The Floorplan– a window into modern workplaces with Dr Libby Sander and Max Webber


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.

Clark, T. R. (2020).  The 4 stages of psychological safety: Defining the path to inclusion and innovation. Berrett-Koehler Publishers.

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.

Edmondson, A. C. (2018).  The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons.

George, B., Sims, P., McLean, A. N., & Mayer, D.  (2007).  Discovering your authentic leadership.  Harvard Business Review, February, 129-138.

Godin, S. (2023).  The song of significance: A new manifesto for teams. Penguin.

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 psychology10, 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.

Marques, J. (2017).  Leadership and purpose. Leadership today: Practices for personal and professional performance, 7-19.

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.

Wheatley, M. J. (2023). Who do we choose to be?: Facing reality, claiming leadership, restoring sanity. Berrett-Koehler Publishers.

Team Leadership

Hackman, J. Richard, Ruth Wageman, and Colin M. Fisher. 2009. Leading teams when the time is right: Finding the best moments to act. Organizational Dynamics 38(3): 192–203. doi:10.1016/j.orgdyn.2009.04.004

Hawkins, P. (2021). Leadership team coaching: Developing collective transformational leadership. Kogan Page Publishers.

Slagter, M., & Wilderom, C. (2022). Team coaching and effective team leadership. In International Handbook of Evidence-Based Coaching: Theory, Research and Practice (pp. 901-913). Cham: Springer International Publishing.

Wageman, R., & Lowe, K. (2019). Designing, launching, and coaching teams. The Practitioner’s Handbook of Team Coaching, 121-137.

Wageman, R., Nunes, D. A., Burruss, J. A., & Hackman, J. R. (2008). Senior leadership teams: What it takes to make them great. Harvard Business Review Press.

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. (2015). Assisting organisations to deal effectively with toxic leadership in the workplace. InPsych (June), 24-25.

Webster, V. & Brough, P. (2022).  Destructive leadership in the workplace and its consequences. Translating theory and research into evidence-based practice.  UK: SAGE Swifts.

Webster, V., Brough, P., & Daly, K. (2016). Fight, flight or freeze: Common responses for follower coping with toxic leadership. Stress and Health, 32, 346-354. DOI: 10.1002/smi.2626.


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 Organizations29(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 Practice14(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 Sciences9(11), 196.

Fischer, T., Tian, A. W., Lee, A., & Hughes, D. J. (2021). Abusive supervision: a systematic review and fundamental rethink. The Leadership Quarterly32(6), 101540.

Fosse, T.H., Skogstad, A., Einarsen, S.V., & Martinussen, M. (2019) Active and passive forms of destructive leadership in a military context: a systematic review and meta-analysis, European Journal of Work and Organizational Psychology, 28, 5, 708-722, DOI: 10.1080/1359432X.2019.1634550

Gauglitz, I. K., Schyns, B., Fehn, T., & Schütz, A. (2023). The dark side of leader narcissism: the relationship between leaders’ narcissistic rivalry and abusive supervision. Journal of Business Ethics185(1), 169-184.

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.

Klasmeier, K.N., Schleu, J.E., Millhoff, C., Poethke, U., & Bormann, K.C. (2022) On the destructiveness of laissez-faire versus abusive supervision: a comparative, multilevel investigation of destructive forms of leadership, European Journal of Work and Organizational Psychology, 31,3, 406-420, DOI: 10.1080/1359432X.2021.1968375

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 Research132, 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.

Schilling, J., Schyns, B., & May, D. (2023).  When your leader just does not make any sense: Conceptualizing inconsistent leadership. Journal of Business Ethics185(1), 209-221.

Schmid, E. A., Pircher Verdorfer, A., & Peus, C. (2019). Shedding light on leaders’ self-interest: Theory and measurement of exploitative leadership. Journal of Management45(4), 1401-1433.

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.

Tafvelin, S., Lundmark, R., von Thiele Schwarz, U., & Stenling, A. (2023). Why do leaders engage in destructive behaviours? The role of leaders’ working environment and stress. Journal of Occupational and Organizational Psychology96(1), 165-181.

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.


Career Resilience

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.

Harvard Business Review. (2021).  HBR’s 10 must reads on career resilience.

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.

Peeters, E. R., Caniëls, M. C., & Verbruggen, M. (2022). Dust yourself off and try again: The positive process of career changes or shocks and career resilience. Career Development International27(3), 372-390.

Schultheiss, A. J., Koekemoer, E., & Masenge, A. (2023). Career commitment and subjective career success: Considering the role of career resilience and self-efficacy. Australian Journal of Career Development32(2), 135-146.

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.