Abstract
Leadership is often misunderstood as simply holding others accountable to get results — even when emotional intelligence and authentic relationships are absent. In contrast, servant leadership emphasizes empowering others through a “culture of care,” building trust, and minimizing toxic workplace dynamics. This entry contrasts self-serving leadership with authentic, servant leadership, highlighting the stark difference between what is real and what is counterfeit.
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Chapter © 2019
How Organisations Can Avoid Dark Leadership
Chapter © 2025
Chapter © 2019
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Definition
“The end justifies the means” leadership is a phrase that captures the antithesis of authentic, servant-leadership. Sometimes confused as strategic and effective due to temporary results and control, the dark side of leadership ultimately hurts people and the organization.
Introduction: The Tale of Two Masters
For centuries, a common leadership prototype has been the “boss” at the top who “leads” from a throne of entitlement, privilege, and assumed wisdom. Surrounded by obedient (at least compliant) workers on down the chain of command, the person who falls into this mindset can often be blind to his or her own humanness and proclivity to repeat dangerous patterns of careless leadership. Working in a silo of self-illusion, the dark leader is often narcissistic, prone to situational ethics that typically benefit self, at the expense of everyone else—thus creating a toxic environment of distrust and uninspired performance throughout the ranks.
Paradoxically, the servant-leader embraces vulnerability and understands what it means to be “right and wrong at the same time.” Humility is a virtue that is modeled on a consistent basis, as pride and overconfidence often lead to poor decisions and not utilizing the talent throughout the organization. The genuine leader influences, as opposed to manipulation, and understands the ultimate power of treating people right—customers, colleagues, and all other stakeholders. As a result, this transformative culture embraces the freedom to innovate in an incubator of generative personal and group growth.
Content
Leadership is so much more than having the title on the door. Thus, authentic and bogus leaders will routinely have characteristics that are on opposite ends of the spectrum.
The Careless Leader
- Demanding drive toward results
- Relationship skills are often not authentic—used to control the situation
- Principles of leading others in a “culture of care” are often replaced by conflicting motives
- Often makes promises that will not be kept
- Often defined as a “poser,” “snake oil salesman,” and “do as I say not as I do”
The Caring Leader
- People over profit (because your people are your profit)
- Strong emotional intelligence
- Accountability is a constant—but with a focus on relationships, shepherding, and grace
- Integrity-driven
- Leaves a thriving organizational legacy through a systemic culture of succession planning
Self-Leadership
The difference in careless leadership and serving leadership is not complicated. The dark side of leadership manifests itself in an often inward, convoluted mix of “me and my needs.” The opposite model, sometimes portrayed as soft and nonconfrontational, is actually a template for mature leadership and courage in deflecting the focus to “others.” The controlling leader, if transformed, can become a trusted mentor and coach—providing the appropriate support so others can prosper and grow.
Scenario
Bob had worked hard for 20 years in the organization and felt he deserved a promotion to an executive leadership position. His resume was indeed impressive, as he had made sure to show his allegiance to the company, and his willingness to go the extra mile by attending workshops, conferences out of town, and mingling with the most influential leaders in the company’s large network was evident.
In his interview, which weighed heavily on leadership dispositions, Bob talked a lot about his accomplishments. When asked about his vision for the organization’s future, he chuckled, “…to keep making more money.” When probed about workplace culture and relationships, he struggled with articulating his philosophy on the topic. He did have some assertive ideas on employee discipline, meeting quotas, and limiting time “off the clock.” Bob finished the interview asking several questions about his new salary, other perks, and additional vacation days.
Carson had just completed his graduate degree and had worked in the organization for only 10 years. He was surprised when invited to apply for the new executive leadership position. He reflected on his decision for several days before deciding to submit his application. He first discussed the many variables with his wife and wanted to make sure he would not carelessly chase a pay raise and new title while neglecting his home.
When asked in his interview about his strengths, Carson emphasized his need for ongoing self-awareness and growth. When asked about his relative inexperience compared to others being considered for the position, he praised those colleagues for how they had helped him be better at his work. When asked about the future of the company, he shared his vision for a culture of care and freeing people to be more innovative, and explained that his greatest joy with his job was in helping others to succeed. He emphasized that healthy “one-to-one” relationships lead to healthy mentoring, and healthy mentoring leads to heathy teams, and healthy teams lead to a healthier organization.
If choosing between Bob and Carson, who would you promote to serve the organization in its quest for a significant and prosperous future?
Conclusion
In a world driven by production and profit, organizations can get lost in the day-to-day assembly line model. Often, this culture leads to counterfeit leadership, consistently absent of authentic and ethical core values that inspire and transform individuals and the organization.
Suggestions for Further Reading
- Blanchard K (2018) Leading at a higher level, 3rd edn. FT Press, Upper Saddle River, New JerseyGoogle Scholar
- Brooks D (2023) How to know a person. Random House, New York, New YorkGoogle Scholar
- Covey SR (2020) The seven habits of highly effective people, 30th anniversary edn. Simon and Schuster, New York, New YorkGoogle Scholar
- Ferch SR, Spears LC (2015) Conversations on servant-leadership: insights on human courage in life and work. State University of New York Press, New York, New YorkGoogle Scholar
- Goleman D (2020) Working with emotional intelligence. Bantam, New York, New YorkGoogle Scholar
- Greenleaf RK (2002) Servant leadership: a journey into the nature of legitimate power and greatness (ed: Spears LC). Paulist Press, Mahwah, New JerseyGoogle Scholar
- McIntosh GL, Rima SD (2010) Overcoming the dark side of leadership. Baker Books, Ada, MichiganGoogle Scholar
- Pfeffer J (1998) The human equation: building profits by putting people first. Harvard Business School Press, BostonGoogle Scholar
- The Arbinger Institute (2010) Leadership and self-deception: getting out of the box, 2nd edn. Berrett-Koehler, San FranciscoGoogle Scholar
Competing Interest Declaration
The author(s) has no competing interests to declare that are relevant to the content of this manuscript.
Author information
Authors and Affiliations
- School of Education, Campbellsville University, Campbellsville, KY, USAJoseph ‘Rocky’ Wallace
Corresponding author
Correspondence to Joseph ‘Rocky’ Wallace .
Editor information
Editors and Affiliations
- School of Business, Woodbury University, Burbank, CA, USASatinder Dhiman
Section Editor information
- Courageous Steps, Rogers, AR, United StatesKatie Reginato Cascamo M.A.
- School of Leadership Studies, Doctoral Program in Leadership Studies, Gonzaga University, Spokane, Washington, USAKatie Reginato Cascamo M.A.
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© 2025 The Author(s), under exclusive licence to Springer Nature Switzerland AG
About this entry
Cite this entry: Wallace, J.‘. (2025). Dark Leadership. In: Dhiman, S. (eds) The Palgrave Encyclopedia of Leadership and Organizational Change. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-51650-4_15-1