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Bad Leadership: What It Is, How It Happens, Why It Matters (Leadership for the Common Good)By Barbara Kellerman
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How is Saddam Hussein like Tony Blair? Or Kenneth Lay like Lou Gerstner? Answer: They are, or were, leaders. Many would argue that tyrants, corrupt CEOs, and other abusers of power and authority are not leaders at all--at least not as the word is currently used. But, according to Barbara Kellerman, this assumption is dangerously naive. A provocative departure from conventional thinking, Bad Leadership compels us to see leadership in its entirety. Kellerman argues that the dark side of leadership--from rigidity and callousness to corruption and cruelty--is not an aberration. Rather, bad leadership is as ubiquitous as it is insidious--and so must be more carefully examined and better understood. Drawing on high-profile, contemporary examples--from Mary Meeker to David Koresh, Bill Clinton to Radovan Karadzic, Al Dunlap to Leona Helmsley--Kellerman explores seven primary types of bad leadership and dissects why and how leaders cross the line from good to bad. The book also illuminates the critical role of followers, revealing how they collaborate with, and sometimes even cause, bad leadership. Daring and counterintuitive, Bad Leadership makes clear that we need to face the dark side to become better leaders and followers ourselves. Barbara Kellerman is research director of the Center for Public Leadership and a lecturer in public policy at the Kennedy School of Government, Harvard University.
- Amazon Sales Rank: #102564 in Books
- Brand: Harvard Business Review Press
- Published on: 2004-09-01
- Original language: English
- Number of items: 1
- Dimensions: 9.36" h x 1.10" w x 6.48" l, 1.31 pounds
- Binding: Hardcover
- 304 pages
- Great product!
From Publishers Weekly "How," asks Kellerman, "will we ever stop what we refuse to see and study?" Research director of the Center for Public Leadership and lecturer in public policy at Harvard University's Kennedy School of Government, Kellerman focuses in opening chapters on the nature of leadership, the rise of a "leadership industry," the complicit role of followers, the definition of bad leadership and reasons for its occurrence. Kellerman's style combines the direct prose of the boardroom with the erudition of the classroom; relevant citations abound, from Machiavelli and Thomas Hobbes to Newsweek and Washington Monthly. Kellerman posits seven "types" of bad leadership and devotes a chapter containing a few brief examples and one detailed analysis to each. Drawing from the corporate, nonprofit, government and public opinion sectors, she examines instances of incompetence, rigidity, intemperance, callousness, corruption, insularity and even evil. Her focus isn't limited to individual behavior; context and the actions of followers are also considered. For example, the International Olympic Committee is faulted as much as its former president for scandals and commercialism that have sometimes undermined the games. High-level cabinet members, prominent legislators and the nation as a whole share the blame for the Clinton administration's failure to intervene in Rwanda's genocide. The stories, and Kellerman's final section of correctives, are complex and nuanced; there are no easy answers. Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
From Booklist Bound for the top of the business best-sellers lists--at least in terms of the controversy it will generate--Harvard lecturer Kellerman's book argues cogently, compellingly, and with an amazing clarity for the identification of bad leadership and, then, for its removal. Too long has the concept of leadership been viewed only in shades of white within America--and, thus, too long have we denied the existence of bad leadership. Neither are followers excused, for they, too, have a real culpability, asserts Kellerman. Types fall into seven categories, either ineffective or unethical, and include incompetent, rigid, intemperate, callous, corrupt, insular, and evil. And for each, she selects one recent example on which to focus, in addition to minor players, from former Mattel CEO Jill Barad and Reverend Jesse Jackson to Jim Jones and Saddam Hussein. As any good academic problem solver, she lists those corrections necessary for leaders and followers to adopt. The real question is, Will this book be ignored? Hopefully not. Barbara JacobsCopyright © American Library Association. All rights reserved
Review "Ms. Kellerman’s volume is elegantly written and a pleasure to read…" -- The Wall Street Journal, 26 October, 2004
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