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Leadership malpractice: exposing the reality underpinning unleaderly behaviour

Author

Listed:
  • Branson Christopher M.

    (Australian Catholic University, Brisbane, Australia .)

  • Marra Maureen

    (inLeadership Consultancy, Hamilton, New Zealand .)

Abstract

A mounting body of research literature is highlighting the prevalence of serious malpractice by persons in leadership positions. Arguably, too many of those appointed to a leadership position believe that they have the right to act in any way that they choose. They believe that the title of ‘leader’ affords them the licence to act with little regard for others. But just because a person has been appointed to a leadership position, this does not automatically make them a leader. Nor does it imply that everything they do is leadership. Thus, the impetus for this article is the acknowledgement that it's time to clearly distinguish what truly constitutes leadership from that which is its antithesis – leadership malpractice. Not to do so only allows serious leadership malpractice to become normalised as acceptable leadership activity.

Suggested Citation

  • Branson Christopher M. & Marra Maureen, 2022. "Leadership malpractice: exposing the reality underpinning unleaderly behaviour," International Journal of Contemporary Management, Sciendo, vol. 58(1), pages 1-10, March.
    • Handle: RePEc:vrs:ijcoma:v:58:y:2022:i:1:p:1-10:n:3
    DOI: 10.2478/ijcm-2021-0015
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    References listed on IDEAS

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    4. Clive Boddy, 2011. "The Corporate Psychopaths Theory of the Global Financial Crisis," Journal of Business Ethics, Springer, vol. 102(2), pages 255-259, August.
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