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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. The process of going from bad to worse tends to be steady, as opposed to hasty. But once bad burrows in, it digs in. It digs in deeper and then deeper, making it difficult finally to extract or excise without getting rid of whoever and whatever is involved.

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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Leadership from bad to worse : what happens when bad festers 이용현황 표 - 등록번호, 청구기호, 권별정보, 자료실, 이용여부로 구성 되어있습니다.
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출판사 책소개

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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. The process of going from bad to worse tends to be steady, as opposed to hasty. But once bad burrows in, it digs in. It digs in deeper and then deeper, making it difficult finally to extract or excise without getting rid of whoever and whatever is involved.

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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