Leaders can cause destruction to an organization in many ways, they may exhibit behaviors that hinder the organization’s success or reduce the effectiveness of subordinates or behaviors that harm both (Einarsen, Aasland & Skogstad, 2007). According to Padilla et al. “Toxic Triangle” model (2007) destruction is not an outcome brought about solely by the leader but rather the interaction between elements of the environment, followers and leader because of this it may not be clear that certain leader characteristics may cause harm especially if the leaders are delivering results.
Accordingly, individuals who rise in the organizational hierarchy are often individuals who are competent, this holds true for leaders with...
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...ted the surrounding people to see the strain being put on the subordinates by the dysfunctional side of leadership that was once ignored.
As there are numerous dark side traits all varying greatly in how they manifest, there are also numerous ways an individual with dark side characteristics can achieve position of power depending on the nature of the trait. Certain individuals may need to rely on the situation to ascend into high positions, while others really on elements of the dark side trait itself. Still others rise through their technical competency but later develop undesirable characteristics once in position of power. Dark side traits are difficult to detect as they are incredibly varied and only cause major problems when other conditions are in place. Furthermore dark side leadership can often be ignored because it is present along with many good traits.
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