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Thetwofacesofleadership:consideringthedarksideofleaderfollowerdynamics
Clements,C.,&Washbush,J.B.(1999).Thetwofacesofleadership:Consideringthedarksideofleaderfollowerdynamics.JournalofWorkplace
Learning,11(5),170175.Retrievedfromhttp://search.proquest.com.library.capella.edu/docview/198429748?accountid=27965

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Abstract(summary)
Anumberofyearsago,DavidMcClelland,inhisstudiesofmanagerialmotivation,identified2typesofpower:egoisticandsocial.Clearly,the
powermotiveisintimatelyrelatedtotheconceptofleadership.However,overthelastseveraldecades,aschoolofthoughthasarisenwhich
equatesleadershipwithdoingtherightthing.Definingleadershipinsuchanethicallightisbothmisleadinganddangerous.Atthesametime,
littlehasbeendonetoaddresstheroleoffollowersintheinfluenceprocess,andtransformationalmodelsofleadershiphaveexacerbatedthis
problem.Failuretoacknowledgetheroleoffollowersandtoexaminethedarksideofleaderfollowerdynamicscandistorteffortstounderstand
influenceprocessesinanauthenticway.Thispaperprovidesbalancetothisdiscussionandidentifiesanumberofcriticalimplicationsfor
leadershipeducation.

FullText
ChristineClements:AssociateProfessorofManagement
JohnB.Washbush:AssistantProfessorofManagement,bothattheUniversityofWisconsinWhitewater,Whitewater,Wisconsin,USA.
Leadership'spositiveface
Acommonfeatureofmodernperceptionsofleadershipisthatleadershipisagoodandpositivething.Inthemodernera,Burns(1978)cast
leadershipasactionunitingleadersandfollowersinthepursuitofsignificantandmorallydesirablechange.BennisandNanus(1985)proposed
thatleadersarepeoplewho"dotherightthing",andBass(1990)usedthetermtransformationalleadershiptodescribeinspirationalleadership
whereinfollowersareelevatedandempowered.Twothemesemergefromthisbodyoftheory.Theoverridingthemeisthatleadership
necessarilyinvolvesmoralpurposethepositivefaceofleadership.ProofofthepowerofthisimagerywasprovidedbyPalmer(1994,p.25)
whocommented:"Manybooksonleadershipseemtobeaboutthepowerofpositivethinking.Ifeartheyfeedacommondelusionamongleaders
thattheireffortsarealwayswellintended,theirpoweralwaysbenign."
Palmer'swordssuggestthatleadershipcanshowadarkside.
Thesecondimplicationofpopularleadershipmodelsisthatfollowersplayaratherpassiverole.Transformationalmodelsdefineleadershipin
termsoftheeffectonfollowers.Thatis,followersexperienceasenseofsignificance,motivationandcommitmenttoleaderideals.Butifthereis
adarksidetoleadership,followersmustsurelycarrysomeresponsibilityinrecognizingandaddressingthesedarkerissues.Andifthereisadark
sidetoleadership,isn'titalsolikelythatthereisadarksidetofollowership,aswell?Failuretoacknowledgeandexaminethe"darkside"of
leadershipandinfluencecandistorteffortstolearnabouttheleadershipprocessandmayencourageablindeyeapproachtoexaminingthe
resultsofinfluenceattempts.Authenticunderstandingofleadershiprequiresabalanceddiscussion.
ThepositivefaceofleadershipstronglyreflectstheconceptofsocialpowerasdiscussedbyMcClelland(1970,1976).Individualshighinsocial
powerareinstitutionoriented,aspiretooffice,wanttoserveothersandfosteraneffectiveworkclimate.Contrastedtothisistheconceptofself
aggrandizingpersonalpowerthatseekstouseposition,andoftencharisma,forpersonalgain.Commonwisdomwouldsuggestthatpeoplewho
employpersonalpowerseefollowersasutilitariantools,incapableofindependentthought,andcapturedbythemagnetismofanoverwhelming
personality.However,McClelland(1970)hasillustratedhoweventhemostvillainouspersonalitiesoftenarousesocialpowerresponsesintheir
followers,whoseethemselvesaselevatedandempowered.Theseresponsesarethesameasthosethatwouldbepredictedbytheproponentsof
transforming(transformational,inspirational)leadership.
Itisclearthateffectiveleadershipcanbeinstrumentalinpromotingsocialgood,butwhatshouldbeequallyclearisthateffectiveleadershipcan
alsobeinstrumentalinpromotingsocialdisaster.Thepositivefacedominatesleadershiptheory,discussion,andeducation,butasPalmerhas

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noted(1994),thisfeedsacostlydelusion.Weneedtoidentifyanddealwiththeshadowaspectsofleadership,especiallyinleadershipeducation
andtraining.
Leadership'snegativeface
Therearemanyeffectsofthisfailure:baddecisionmaking,frustration,dysfunctionalorganizations,unintendedconsequences,wastedresources,
ruinedcareers,organizationaldeclineordissolution,andscoresofothernegatives.Theseoutcomesarenotaccidents.Howaretheycaused,and
howdoesleadershipcontribute?Someauthorshavebeguntoaddresstheseimportantissues.
Afailuretolookinside
Palmer(1994,pp.256)hasassertedthat:"Aleadermusttakespecialresponsibilityforwhat'sgoingoninsidehisorherownself,insidehisor
herconsciousness,lesttheactofleadershipcreatemoreharmthangood...Isuggestthatthechallengeistoexamineourconsciousnessfor
thosewaysinwhichweleadersmayprojectmoreshadowthanlight...Theproblemisthatpeoplerisetoleadershipinoursocietybyatendency
towardextroversion,whichtoooftenmeansignoringwhat'sgoingoninsidethemselves...Ihavelookedatsometrainingprogramsforleaders,
andIamdiscouragedbyhowoftentheyfocusonthedevelopmentofskillstomanipulatetheexternalworldratherthantheskillsnecessaryto
gowithinandmakethespiritualjourney...Itfeedsadangeroussyndromeamongleaderswhoalreadytendtodenytheirinnerworld."
Mirroring
KetsdeVries(1993)hasidentifiedseveralofthoseshadowsthatleadersfailtorecognize.Oneoftheseismirroring,orthetendencytosee
themselvesastheyareperceivedbytheirfollowersandtofeeltheymustacttosatisfytheprojectionsorfantasiesoffollowers.Acertainamount
ofmirroringispartofhumanexistence.Ourunderstandingoftheworldwillalwaysreflectsomesharedperceptionsofwhatisreal.But,ina
crisis,eventhebestofusislikelytoengageindistortedmirroring.Theimpactismostseriouswhenleadersusetheirauthorityandpowerto
initiateactionsthathaveserious,negativeconsequencesfortheorganization.
Narcissism
AsecondproblemidentifiedbyKetsdeVriesisnarcissism,adistortedviewofself.Narcissistsneedpower,prestige,dramaandenjoy
manipulationofothers.Thesequalitiesdrawthemtopositionsofleadership,butatextremelevelsofnarcissism,theresultscanbedisastrous.
Narcissistscanbecomeintolerantofcriticism,unwillingtocompromise,andfrequentlysurroundthemselveswithsycophants.Whilenarcissists
often"appear"tobeidealchoicesforleadershippositions,theymayfallvictimtothedistortionsoftheirnarcissistictendenciesthatare
reinforcedbytheirposition.
Emotionalilliteracy
AthirdproblemdiscussedbyKetsdeVriesisaninabilitytodifferentiateandverbalizeemotion,knownasemotionalilliteracy(or"alexithymia").
Theseindividualsdonotrespondtotheiremotions,andareeasypreyforthedistortionsofothers."Inthecaseoftheseindividuals,thegeneral
humantendencytowardmirroring...seemstohavebeencarriedadabsurdum"(KetsdeVries,1993,p.68).Emotionalilliteratesclosely
resemblethestereotypedbureaucratofWhyte'sOrganizationMan(1956).Theymaybeviewedwithincertainorganizationsasidealcandidates
forleadershippositions.Whiletheyarecontrolled,structuredanddispassionate,theylacktheemotionalabilitiestoempathize,energize,foster
creativityandrespondappropriatelytoconflict.Theycontributetomediocritywhich,inturn,drivesoutexcellence.
Unwillingnesstoletgo
KetsdeVries(1993)hasalsoidentifiedseveralsourcesofdysfunctionthatarisewithinindividualswho,knowingtheynolongerfitthedemands
ofthejob,neverthelesscannotletgo.Thecausemaybestrongegoidentificationwithaleadershipposition.Inthiscase,thelossofpositionand
powersuggestsaconditionofnothingness,whichiscounteredbyintensity,singlemindednessandpersistence.Anotherfactorcontributingtothe
fearoflettinggoisthe"TalionPrinciple",thefearofreprisals.Whileinleadershippositions,individualsareattimesforcedtomakedecisionsthat
haveunpleasantconsequencesforothers'lives.Peoplewhogiveventtotheparanoidfearofretaliationhangontopowerandevenresortto
preemptiveactionagainstothers.Finally,thefearofnothingnesscanleadtothe"EdifaceComplex",thefearthattheirlegacywillbedestroyed,
whichencouragesthemtoholdontopoweraslongaspossible.Thisdysfunctionmayalsobeexpressedingenerationalenvyresultinginblocking
youngerpeople'scareers.
Followership'snegativeface
Notallthesecounterproductivebehaviorsemanatefromtheleader.Contrarytowhatmightbesuggestedbytransformationalleadershiptheory,
inspiredandempoweredfollowerscantakeactionsthatproducedecidedlynegativeconsequencesfortheleader.Someoftheseactionsstem
frompurposefulattemptstogainpersonalbenefitandothersresultsimplyfrompersonalcharacteristicshavinganinadvertentnegativeimpact
ontheleaderfollowerrelationship.Thereisadearthofresearchaddressingfollowershipandalmostnoneaddressesthenegativefaceoffollower
behavior.Followersarecollaboratorsintheinfluenceprocessnomatterwhatleadershipmodelisemployed.Theyarenotjustlemmingsbeingled
intothesea.ThisisafactwelladdressedbyChesterBarnard(1938)intheacceptancetheoryofauthority(abottomupphenomenon,nottop
down).Ifdysfunctionalaspectsofpersonalitycanaffectleaders,thentheycanaffectfollowersaswell.Authenticdiscussionofallthatcango
wrongintheleadershipprocessrequiresthatwetakeahardlookatfollowerparticipationinunhealthyinfluenceprocesses.
Thereareatleasttwowaysinwhichfollowerscanaffectleaderfollowerdynamics.Thefirstisthroughthepersonaltraitsthatfollowerscarryinto
theinfluenceprocess,andthesecondisthesynergythatemergesthroughleadersandfollowerinteraction.Afewpersonaltraitshavebeen
studiedwithrespecttopreferredleadershipstyle.Weknowfrompastresearchthatanindividualwithaninternallocusofcontrolprefersa
participativeleadershipstyleandonewithanexternallocusofcontrolprefersamoreautocraticordirectivestyle(Burger,1986).Wealsoknow
thatauthoritarianismrelatesspecificallytoanindividual'sresponsetoauthority,andthatwhetheroneishighorlowinauthoritarianismagain

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affectsthepreferredleadershipstylewhenanindividualistheobjectofinfluencebehaviors.Butverylittlehasbeendonetoexaminedifferences
infollowerbehavioracrossanumberofpotentiallyrelevantindividualtraits,andmuchmorecouldbedonetoidentifydifferencesinperceptions
ofleaderbehavior.
Thesearchforexemplaryfollowers
Kelly(1992)isoneoffewleadershipresearcherstofocusonfollowerbehavior.Kelly'smodel(Figure1)categorizesfollowerbehaviorsusinga
twodimensionaltaxonomy:
Fromthesetwodimensions,Kellyclassifiesfollowersintofivestyles:
(1)exemplary(activeandindependent,criticalthinking)
(2)conformist(activeanddependent,uncriticalthinking)
(3)passive(passiveanddependent,uncriticalthinking)
(4)alienated(passiveandindependent,criticalthinking)and
(5)pragmatist(mediumonbothdimensions).
Althoughincomplete,thesestylesarehelpfulinpointingouttoleaderspossibleproblemswithfollowerbehavior.ButKellyoperatesonthe
assumptionthatleaderswillseektodevelop"exemplaryfollowers",somethingmanyleadershavelittleinterestinnorknowhowtodo.Healso
assumesthatfollowerbehaviorsarerelativelysuperficialandrelatedtoorganizationalobjectivesinsomeway.Realistically,followersarenot
alwaysforthcomingabout(orevenawareof)theirshadowsidesandmayhaveastronghiddenagendatheyseektogratify.Themodelplacesno
burdenonfollowerstogowithinthemselvesandidentifythedarkersidesoftheirbehavior,andtakeresponsibilityforhowtheirbehaviorinteracts
withtheshadowaspectsofleadership.Thus,Kelly'sleaderissolelyresponsibleformaintaininghealthyleaderfollowerrelations.
AnotherrecentworkonleaderfollowerdynamicsisHirschhorn(1997),RethinkingAuthority.Hirschhornaddressestheimpactofsysteminduced
feelingsofvulnerabilityonrelationshipsbetweenleadersandfollowers.Hisdiscussionsofdependency,envyandabdicationintheseinteractions
gofurtherinaddressingshadowaspectsinrelationships.However,hismainpointisthatfactorsinpostmodernsystemshavecreatednegative
feelingswhichmustthenberespondedtoinaparticularwaybytheleader(i.e.throughopennessinrelationships).Thesenseofpersonal
responsibilityforselfknowledgeandunderstandingbeyondtheimposedvulnerabilityisneverdiscussed,and,hereagain,themessageis
intendedforleaders,notfollowers.
Followersyndromes
KetsdeVries(1989),whosepsychoanalyticbackgroundmorereadilydrawshimtoshadowaspectsofpersonality,isagainamongthosefewwho
considerthedarksideofthedifficultandbasicrelationshipbetweenleaderandfollower.Inhisdiscussionofpersonalitysyndromes,hehas
identifieddispositionsthat,atarelativelypathologicallevel,canhaveseriousconsequencesforthehealthofleaderfollowerrelationships.
Oneoftheseisthecontrollingdisposition.ThecontrollerisverysimilartotheauthoritarianpersonalityandtheOrganizationMan.Itisquite
commonforthistypetoendupinapositionofleadership,buttheyarealsofrequentlyfollowers.Theytendtoseerelationshipsintermsof
superiorinferior,dominantsubmissive,andtheirbehaviorisdefinedbytheirpositioninthepeckingorder.Asafollowertheyarelikelytodo
whatevertheyaretoldbysuperiors,andcanbeverydeferentialandingratiatingwheninteractingwiththoseinhigherlevelpositionsof
leadership.
Aseconddispositionthatmayresultindysfunctionalfollowerbehavioristhehistrionic.Histrionicshaveadesperateneedtoattractattentionat
allcosts.Theyareoverreactivetoexternalstimuliandallowtheirbehaviorstobedefinedbythemoodsanddesiresofothers.Likecontrollers,
theyhaveatendencytorespondpositivelytoanyonewithstrongauthority.Theyarealsohighlyimpressionable,andmaybeparticularlylikelyto
provideunquestioningloyaltytocharismaticortransformationalleaders.
Anindividualwithapassiveaggressivedispositioncanappearacquiescent,makingitdifficultforasuperiortoconfrontthem.Buttheir
pessimism,resentmentandcovertresistancemakethempoorfollowers.Becauseatthesurfacetheirbehavioriscordialandappearscompliant,
itmaytakeleaderssometimetorecognizethenegativeimpacttheycanhaveonachievingoutcomes.
Personswiththedependentdisposition,whosedependencyneedshavenotbeenmet,arelikelytoformextremelyintense,overpowering
connectionswiththeindividualwhosatisfiesthoseneeds.Dependencyneeds(ortheneedfordirection)areuniversal,andfollowersmaybe
willingtosacrificeanything,includingreality,tohavethemmet.Peopleofthisdispositionwillgooutoftheirwaytoplacethemselvesin
dependentsituationsandsoareextremelylikelytobefollowers.Atransformationalleadersurroundedbyfollowerswithstrongdependency
needsmayfinditverydifficulttogetobjectiveorrealisticfeedbackevenwhenactivelyseekingit.
Lastly,thereisthemasochisticdisposition.Masochistsencourageotherstotakeadvantageofthem,acceptblameforthingsforwhichtheyare
notresponsibleandfindpositivereinforcementintheirmisfortune.Aswithmostofothertypesdiscussedabove,theyareunlikelytoofferto
leaderscritical,objectivefeedbackwithanyconviction.
Theneedforresearchandsomesuggestions
Allthesepersonalityattributeslieoncontinuarangingfromnormaltopathological.Whilewewouldnotnormallyexpectorganizationstobe
overrunwithpathologicalmembers,theinteractionbetweenmoremoderatelevelsofpathologyinfollowersandpathologicalinclinationsof
leadersmayhavedevastatingeffects.Exacerbatingtheproblemisthefactthatthesedispositionsarenoteasilyassessedorrecognized,norare

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theycommonlydiscussedinleadershipresearchoreducation.Clearly,studiesexaminingcorrelationsbetweenleaderstylesandfollower
dispositionsareneeded.Additionally,thereareahostofotherbetterknownandmoreeasilymeasuredindividualcharacteristicsthathavenot
evenbeenidentifiedintheleaderfollowerrelationship.Thesearetraitsthatmaynotexistatpathologicallevels,butcanneverthelessindicate
potentialconcernsinlongtermleaderfollowerrelationships.Forthemostpart,leadershipresearchfocusesonglobalsubordinatecharacteristics
(PathGoalTheoryisthemostnotableexception)oronoutcomesintermsofrelativeeffectiveness.
AmongthetraitsthatdeservetobeconsideredinthefollowershipprocessisMachiavellianism(ChristieandGeis,1970).HighMachpersonalities
maybepossessedbysycophants,whodepriveleadersofcriticalfeedbackforthepurposeofselfenhancement.Thedesiretosatisfytheirneed
forpowermaycausethemtocreatesituationsthatsetupcurrentleadersforfailure.Theprocessisbasedheavilyinacontextpromotedfor
politicalconsiderationsratherthanforthepurposeofdefininganobjectivereality.
Inthesamevein,noresearchhasconsideredtheimpactofstrongfollowerpowerneeds,socialorpersonal,intheleadershipprocess.Itis
possiblethatthemoreinterestedindividualsareinobtainingtheirownleadershippositions,thegreaterthetemptationtocontaminatethe
currentinfluenceprocessbydistortingleaderperceptionsofreality.
Otherfollowertraitsthatcouldhaveadamagingimpactonboththeleaderfollowerrelationshipandleaderperceptionsofrealityareselfesteem,
selfefficacy,riskaversion,conflictavoidanceandtoleranceforambiguity.Again,itisnotjustthetraitsthemselvesthatbringaboutnegative
results,buttheeffectthetraitshavewhencombinedwithmirroring,narcissism,emotionalilliteracyorothershadowaspectsofleader
personality.
Interactionsbetweenleadersandfollowerscanbecomearenasforcreatingdistortion.Inhispsychoanalyticexaminationofleadership,Ketsde
Vries(l989)discussedaphenomenonknownas"folieadeux",orsharedmadness.Folieadeuxisthesharingofadelusionalsystembyatleast
twoindividuals.Itinvolves:"shiftsofdelusionsandunusualbehaviorpatternsfromtheoriginatoroftheactivitiestooneormoreotherswhowere
closelyassociatedwithhim.Theseassociatesnotonlytookanactivepartbutalsofrequentlyenhancedandelaboratedonthesedelusions(p.
119)."
Itisclearthatshadowaspectsofbothleadersandfollowerscancombinetoproduceanegativeeffect.Ifthedarksideofleadershipcanalone
produceseriouspersonalandorganizationaloutcomes,theninclusionofthedarksideoffollowershipcansurelyaddtothedevastatingimpact.
Rethinkingleaderfollowerrelations
Theimplicationsofthedarksidesofleadershipandfollowershipareclear.Leaders,themselves,canmisperceiveandactininappropriateways.
Also,followersmay,withgoodorbadintentions,contributesignificantlytothosemisperceptionsandmisguidedactions.Therefore,authentic
leadershipeducationmustgiveampleweighttotheserealities.Noactualorintendedleaderisimmunefromtakingactions,whetherornotwell
intentioned,thatcanleadtotheworstofconsequencesandnofollowerisimmunefrombeinganactiveparticipantintheprocess.
Implicationsforaction
Weneedtodemythologizetheword"leadership".Leadershipneedstobetreatedasinfluence,reflectingpoweroverothers.However,wemust
stripitoftheconceptofmoralrectitude.Effectiveleaderscanpromoteterriblethings.
Wehavetodefinenotonlythepositivesideofleadership,butwemusttakepainstoilluminatethecharacteristicsofthenegativesideand
presentthemwithequalweight.Thiswillrequiresomecouragebecausewehavebeenconditionedtoemphasizepositivesandeuphemize
negatives.
Atthesametime,wemustbegintolookatthepotentialnegativescontributedbyfollowers.Thiscannotbedoneuntilweacceptthesignificance
offollowerbehaviorininfluenceprocessesandoutcomes.Wemustbewillingtoassumeresponsibilityforoutcomeswhenwearenotholding
positionsofauthority,andwemustbewillingtogowithinourselvesandlookathowthedarksidesofwhowearecanplaythemselvesoutin
manipulatingandcovertways.
Asactiveparticipantsininfluenceprocesses,leadersandfollowersneed,inthewordsofHillman(1996,p.243),togrowdown:"Growingdown
shiftsthefocusofthepersonalityfrom...singlemindedegocentricity...,intocommonhumanity,twistingthecalltotranscendtowardextension
intotheworldanditsclaims..."
Thisimpliesthatleadersandfollowersneedtoworkatunderstandingthemselves,boththegoodandthebad,understandingtheirown
personalities,andbeingopentoallformsofinformationandfeedback.Additionallyandimportantly,leadersneedtobesensitivetowhatfollower
behaviorsarereallysaying.Finally,leadersneedtohelpfollowersbecomeleadersintheirownright.Thereareobviousimplicationsforresearch
focusingonthedynamicsofleaderfollowerdispositionsandinteractions.
Implicationforleadershipeducation
Thosewhopurporttotrainandeducateleadersneedtoincorporatethisbroaderperspectiveintotheirprograms.Somesuggestionsforwaysto
dothisare:
Defineleadershipauthenticallyintermsofitspositiveandnegativeaspects.
Definefollowershipauthenticallyintermsofitspositiveandnegativeaspectsandthepotentiallygreatimpactithasonleadershipprocesses
andoutcomes.
Challengestudentstodevelop"true"picturesofthemselvesaspartofanongoing,lifelongprocess.

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Helpstudentsdevelopanunderstandingofthesourcesoffeedback,theimplicationsoffeedbackandanopennesstoinformationinorderto
protectthemselvesfromdistortionandbias.
Helpstudentsdevelopsensitivitytoobserving,assessingandinterpretingthebehaviorsoffollowers.
Providestudentswithmethodsforunderstandingtheirownpersonalitiesandthoseofothers.Thereisnoonewaytodothis.Studentsneedto
beacquaintedwithabroadspectrumofconceptsofpersonalityandtechniquesofanalysis.
Helpstudentslearntorecognizeanddeveloptheleadershipandfollowershippotentialofothers.
Providestudentswithbroadexposuretotheoriesandtechniquesofleadership,motivationandcommunication.
Inculcateinstudentsanabilitytodealwithmistakesanddysfunctionopenlyandhonestly,copewithfailure,notconfuseactionwithanalysis
andexercisepatience.
Theimplicationsforleadershiptheoristsandeducatorsarechallengingandimportant.Onlyrecentlyhaveleadershipscholarsbeguntotalkopenly
aboutthedarksideofleadershipwhichisinus.AsPalmer(1994,p.28)hassaid:"Whymustwegoinanddown?Becauseaswedoso,wewill
meettheviolenceandterrorthatwecarrywithinourselves.Ifwedonotconfrontthesethingsinwardly,wewillprojectthemoutwardontoother
people.Whenwehavenotunderstoodthattheenemyiswithinourselves,wewillfindathousandwaysofmakingsomeone"outthere"intothe
enemy...?"
<figfigid="0860110503001.TIF">
References
1.Barnard,C.I.(1938),TheFunctionsoftheExecutive,HarvardUniversityPress,Cambridge,MA.
2.Bass,B.M.(1990),Bass&Stogdill'sHandbookofLeadership:Theory,Research&ManagerialApplications,TheFreePress,NewYork,NY.
3.Bennis,W.andNanus,B.(1985),Leaders:TheStrategiesforTakingCharge,Harper&Row,NewYork,NY.
4.Burger,J.M.(1986),Personality:TheoryandResearch,Wadsworth,Belmont,CA.
5.Burns,J.M.(1978),Leadership,Harper&Row,NewYork,NY.
6.ChristineR.andGeis,F.L.(1970),StudiesinMachiavellianism,AcademicPress,NewYork,NY.
7.Hillman,J.(1996),TheSoul'sCode:InSearchofCharacterandCalling,RandomHouse,NewYork,NY.
8.Hirschhorn,L.(1997),ReworkingAuthority:LeadingandFollowinginthePostModernOrganization,MITPress,Cambridge,MA.
9.Kelly,R.E.(1992),ThePowerofFollowership,DoubledayCurrency,NewYork,NY.
10.KetsdeVries,M.F.R.(1989),PrisonersofLeadership,Wiley&Sons,NewYork,NY.
11.KetsdeVries,M.F.R.(1993),Leaders,FoolsandImposters:EssaysonthePsychologyofLeadership,JosseyBass,SanFrancisco,CA.
12.McClelland,D.C.(1970),"Thetwofacesofpower",JournalofInternationalAffairs,pp.2947.
13.McClelland,D.C.(1976),"Poweristhegreatmotivator",HarvardBusinessReview,MarchApril,pp.10010.
14.Palmer,P.J.(1994),"Leadingfromwithin:outoftheshadows,intothelight",inConger,J.A.(Ed.),SpiritatWork:Discoveringthe
SpiritualityinLeadership,JosseyBass,SanFrancisco,CA.
15.Whyte,W.H.(1956),TheOrganizationMan,Simon&Schuster,NewYork,NY.
Illustration
Caption:Figure1Followerbehaviourusingatwodimensionaltaxonomy
CopyrightMCBUPLimited(MCB)1999

Indexing(details)
Subject

Motivation
Leadership
Psychologicalaspects
Managementtraining
Humanrelations
Power

Classification

2200:Managerialskills
6200:Training&development

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Title

Thetwofacesofleadership:consideringthe
darksideofleaderfollowerdynamics

Author

Clements,ChristineWashbush,JohnB

Publicationtitle

JournalofWorkplaceLearning

Volume

11

Issue

Pages

170175

Numberofpages

Publicationyear

1999

Publicationdate

1999

Year

1999

Publisher

EmeraldGroupPublishing,Limited

Placeofpublication

Bradford

Countryof
publication

UnitedKingdom

Publicationsubject

BusinessAndEconomicsLaborAndIndustrialRelations
,
BusinessAndEconomicsPersonnelManagement

ISSN

13665626

Sourcetype

ScholarlyJournals

Languageof
publication

English

Documenttype

Feature

ProQuestdocument
ID

198429748

DocumentURL

http://search.proquest.com.library.capella.edu/
docview/198429748?accountid=27965

Copyright

CopyrightMCBUPLimited(MCB)1999

Lastupdated

20140524

Database

3databases Viewlist

Bibliography
Citationstyle:APA6
Clements,C.,&Washbush,J.B.(1999).Thetwofacesofleadership:Consideringthedarksideofleaderfollowerdynamics.JournalofWorkplace
Learning,11(5),170175.Retrievedfromhttp://search.proquest.com.library.capella.edu/docview/198429748?accountid=27965

Copyright2015ProQuestLLC.Allrightsreserved.TermsandConditions

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