Essay on Leadership Reflections: Aspects of Dysfunctional Leadership

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Leadership Reflections: Aspects of Dysfunctional Leadership Based on assigned readings (ORG515 Module 3), this journal entry reflects on three prevalent forms of dysfunctional leadership (Vecchio, 2007) that potentially impact the author’s effectiveness as a leader – groupthink, aversive behavior, and destructive narcissism. Proceeding from a definitional overview, the discussion identifies aspects of these dysfunctional behaviors that are relevant to the author. This entry then considers appropriate remedial actions, including consideration of the relative effectiveness of a study partner’s strategies, for ameliorating deficiencies in the author’s leadership behaviors.
Definitional Overview of Dysfunctional Behaviors Groupthink,
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The underlying causes of groupthink arise from the psychological need of group members to maintain “self-esteem and emotional equanimity” during times of stressful decision making (Janis, 2007, p. 166).
Aversive Behavior Similar to groupthink, aversive leadership behaviors also emerge in response to interpersonal and organizational stress. Pearce and Sims (Thoroughgood et al., 2010) define aversive leadership as “. . . a brand of management relying on coercive power through specific use of intimidation tactics and reprimands” (p. 648). Such tyrannical and abusive behaviors destroy leader-member trust, which results in diminished performance, job satisfaction, and organizational citizenship behaviors of followers (Bligh, Kohles, Pearce, Justin, & Stovall, 2007). Aversive leadership often arises from the mutual reinforcement of biased perceptions of both follower and leader intent (Harvey et al., 2006; Hogan & Hogan, 2001) – a process somewhat analogous to the realization of negative self-fulfilling prophecies (Vecchio, 2007).
Destructive Narcissism However, unlike groupthink and aversive behaviors, which depend on the exercise of power in social interactions with others, destructive narcissistic behaviors arise from within the construct of a leader’s individual personality traits (Maccoby, 2004; Rosenthal & Pittinksy, 2006). According to Rosenthal and Pittinksy (2006), “Narcissistic leadership occurs when leaders’ actions are principally
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