Toxic leaders, both political, like Slobodan Milosevic, and
corporate, like Enron's Ken Lay, have always been with us, and many
books have been written to explain what makes them tick. Here
leadership scholar Jean Lipman-Blumen explains what makes the
followers tick, exploring why people will tolerate--and remain
loyal to--leaders who are destructive to their organizations, their
employees, or their nations.
Why do we knowingly follow, seldom unseat, frequently prefer, and
sometimes even create toxic leaders? Lipman-Blumen argues that
these leaders appeal to our deepest needs, playing on our anxieties
and fears, on our yearnings for security, high self-esteem, and
significance, and on our desire for noble enterprises and
immortality. She also explores how followers inadvertently keep
themselves in line by a set of insidious control myths that they
internalize. For example, the belief that the leader must
necessarily be in a position to "know more" than the followers
often stills their objections. In addition, outside forces--such as
economic depressions, political upheavals, or a crisis in a
company--can increase our anxiety and our longing for charismatic
leaders. Lipman-Blumen shows how followers can learn critical
lessons for the future and survive in the meantime. She discusses
how to confront, reform, undermine, blow the whistle on, or oust a
toxic leader. And she suggests how we can diminish our need for
strong leaders, identify "reluctant leaders" among competent
followers, and even nurture the leader within ourselves.
Toxic leaders charm, manipulate, mistreat, weaken, and ultimately
devastate their followers. The Allure of Toxic Leaders tells us how
to recognize theseleaders before it's too late.
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