By Dennis Tourish
Most learn into management has provided leaders as heroic, charismatic and transformational ‘visionaries’. The chief, even if in company, politics or the other box, is crucial consider choosing even if enterprises prevail or fail. certainly, regardless of the elemental blunders that have, arguably, at once ended in worldwide fiscal recession, it's always nonetheless taken without any consideration that transformational management is an efficient factor, and that leaders must have even more strength than fans to make your mind up what should be performed.
The darkish part of Transformational Leadership confronts this orthodoxy via illustrating how such techniques can motivate narcissism, megalomania and negative decision-making at the a part of leaders, at nice fee to these agencies they're there to serve. Written in a full of life and interesting type, the booklet makes use of a couple of case stories to demonstrate the perils of transformational management, from the Jonestown tragedy in 1978 while over 900 humans have been both murdered or devoted suicide on the urging in their chief, to an research of the way banking executives attempted to provide an explanation for away their position within the 2008 monetary trouble
This provocative and highly vital booklet deals a unprecedented serious point of view within the box of management reviews. Concluding with a brand new procedure that gives an alternative choice to the dominant transformational version, The darkish facet of Transformational management will be a useful textual content for teachers drawn to management, scholars on management classes requiring a extra severe viewpoint, and someone concerned about how humans lead humans, and the teachings we will learn.
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Additional info for The Dark Side of Transformational Leadership: A Critical Perspective
Unfortunately, in the world that most people inhabit, such limits on leader effectiveness can be observed every day – as they are in the behaviour of every human being. Most of us stumble and fall on a regular basis. Leaders are no different. In addition, the view of organizations implied by authors such as Bass and Riggio is unitarist. They argue that ‘Transformational leadership involves inspiring followers to commit to a shared vision and goals for an organization or unit’ (Bass and Riggio 2006: 4).
Rather, coercive persuasion encourages subjects to internalise dominant cultural norms as their own, subsequently producing individuals deemed to be ‘appropriate’ by the ruling group (Alvesson and Willmott 2002). It also disguises many of the elements of compulsion that are involved, even from those directly affected (Tompkins and Cheney 1985). Coercive persuasion is a means of linking surveillance with intense indoctrination. It seeks to convince those at the receiving end that the sincere adoption of the designated belief systems is wholly consistent with their own self-interest.
An absence of critical feedback then reinforces belief in the compelling vision of the leader. In its sharpest form, Lifton deﬁnes ideological totalism as follows: The totalistic milieu maintains an aura of sacredness around its basic dogma, holding it out as an ultimate moral vision for the ordering of human existence. This sacredness is evident in the prohibition (whether or not explicit) against the questioning of basic assumptions, and in the reverence which is demanded for the originators of the Word, the present bearers of the Word, and the Word itself… the milieu… makes an exaggerated claim of airtight logic, of absolute ‘scientiﬁc’ precision.