AUDIOBOOK
About
“Leadership from Bad to Worse” is about how leadership that is bad, invariably, inexorably, gets worse-unless it is somehow, by someone or something, stopped or slowed.
This work draws on four cases of bad leadership, two in political leadership, two in business leadership, to show how it goes from bad to worse. Kellerman finds that bad leadership and bad followership go through four phases of development: 1) Onward and Upward; 2) Followers Join In; 3) Leaders Start In; and 4) Bad to Worse. These findings correctly suggest that the book, in addition to being of theoretical interest, is of practical import. It is intended, deliberately, to serve as an early warning system. By breaking bad leadership and followership into phases-each more ominous and ultimately dangerous than the one preceding-their progression will be easier to predict and detect. And easier, therefore, to slow or, preferably, to stop before they turn toxic.
Bad leadership is a social disease. But unlike diseases that are physical or psychological, it remains at the margins of our collective concerns. “Leadership from Bad to Worse” is, then, a corrective. Knowing that bad leadership can be checked before it corrupts is knowing that bad and then worse can be, if not completely precluded, then sometimes short-circuited.
This work draws on four cases of bad leadership, two in political leadership, two in business leadership, to show how it goes from bad to worse. Kellerman finds that bad leadership and bad followership go through four phases of development: 1) Onward and Upward; 2) Followers Join In; 3) Leaders Start In; and 4) Bad to Worse. These findings correctly suggest that the book, in addition to being of theoretical interest, is of practical import. It is intended, deliberately, to serve as an early warning system. By breaking bad leadership and followership into phases-each more ominous and ultimately dangerous than the one preceding-their progression will be easier to predict and detect. And easier, therefore, to slow or, preferably, to stop before they turn toxic.
Bad leadership is a social disease. But unlike diseases that are physical or psychological, it remains at the margins of our collective concerns. “Leadership from Bad to Worse” is, then, a corrective. Knowing that bad leadership can be checked before it corrupts is knowing that bad and then worse can be, if not completely precluded, then sometimes short-circuited.
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The stories of four corrupt, authoritarian leaders--two heads of countries and two corporate CEOs--show how charismatic and immoral leaders can manipulate followers and attract allies to gain power they inevitably abuse. The author says the pattern of decline is predictable and can be stopped when we recognize the four stages of toxic leadership. Though Linda Jones's performance could have shown m
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