Drawing on the Dark Triad to Teach Effective Leadership Is Dangerous, Irresponsible, and Bad Theory

Pina e Cunha, Miguel; Clegg, Stewart; Rego, Arménio; Simpson, Ace V.

doi:10.5465/amle.2022.0326

Cited by 1 publication

(1 citation statement)

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“…The organization power theorist, Jeffrey Pfeffer (2021), argues for the 'dark triad' of Machiavellianism, narcissism and psychopathy as a leadership tool based on exercising power over people and situations. Cunha et al (2024) argue that teaching leadership as a practice of imperative command through use of the dark triad constitutes extremely bad management practice, with toxic results. It cements the legitimacy of illegitimate uses of power as a leadership tool.…”

Section: Reflections On the Dialogue Stewart Cleggmentioning

confidence: 99%

Reconstituting the centrality of power in management and organization studies

Carter,

Badham,

Whittle

et al. 2024

European Management Review

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This dialogue engages in some reflection on the role of power in management and organization studies, prompted by the publication of the second edition of Frameworks of Power, by Stewart R. . The dialogue includes contributions by Chris Carter, Richard Badham and Andrea Whittle and some thoughts in response by Stewart Clegg. The dialogue begins with an overview by Chris Carter, and then the further contributions both denounce the 'forgetting of power' in current views of organizational phenomena-such as leadership, team behaviour and resilience-in which differences in interests and in freedom of choice seem to be missing in action. Andrea Whittle first introduces the relationship between power and leadership, as a neglected topic, followed by Richard Badham, recalling lessons from the past that should not be forgotten. Reflecting on the dialogue, Stewart Clegg responds by relating power's salient dimensions and types to the model of circuits of power and calls for a resuscitation of some classically European management and organization theory ways of thinking about power and democracy.Keywords: circuits of power, democracy, dimensions of power, future-making, leadership, organizations, power relations Absences Over the past 30 years, management and organization studies' theory has expanded considerably, becoming more sophisticated in its theoretical and methodological range. Yet, it often sidesteps crucial aspects of power and politics. Given the undeniable and urgent presence of power and politics in everyday organizational life, this oversight is surprising. Whether it is a profitable business school facing budget cuts from the central university in which it is situated, a government slashing arts' spending to balance the books, a significant supermarket chain squeezing the margins on one of its suppliers, or wealthy polluting countries blocking strong measures to mitigate climate change, these are all demonstrations of power and politics. Power creates winners and losers. Within the broad canon of organization and management theory, there are researchers addressing these issues, but it is rarely the go-to explanation. Instead, our research often fails to confront issues of power and politics directly. As Open access publishing facilitated by The University of Sydney, as part of the Wiley -The University of Sydney agreement via the Council of Australian University Librarians.

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Section: Reflections On the Dialogue Stewart Cleggmentioning

confidence: 99%