This intriguing, intellectual study of disastrous leadership offers a courageous interpretation of corporate scandal and political folly. Amoral leaders are not entirely to blame, Jean Lipman-Blumen argues. Rather, followers enable misguided leaders to rise to power and stay there. Her analysis applies psychological principles to Adolf Hitler’s Germany and Jeff Skilling’s Enron (not exactly parallel, but you get the idea) and concludes that toxic leaders’ followers are willing victims who allowed misguided bosses to appeal to their basest instincts. While Lipman-Blumen’s assertions are startling, she makes a compelling case written in dense but readable prose with intriguing detail. getAbstract.com suggests this book to anyone seeking a deeper understanding of the relationship between leaders and their followers, particularly given the swath cut by today’s toxic leaders.
In this summary, you will learn
- What makes a leader toxic;
- Why followers shoulder much of the blame for toxic leaders;
- What psychologically motivates followers; and
- How to shed toxic leaders and recruit nontoxic leaders.
About the Author
Jean Lipman-Blumen is a professor of public policy and organizational behavior at Claremont Graduate University in California. She is a co-founding director of the Institute for Advanced Studies and served as a special adviser to President Jimmy Carter. Her previous books include The Competitive Edge and Hot Groups.
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By the same author
Jean Lipman-Blumen and Harold J. Leavitt
Oxford UP, 1999
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