How Organisations Can Avoid Dark Leadership

This chapter explores how organisations can actively prevent the emergence of dark leadership and mitigate its damaging effects when it does occur. It argues that while dark leadership is often attributed to individual pathology, its emergence is frequently enabled—or constrained—by organisational culture, structure, and leadership practices. Central to the chapter is the premise that proactive, values-driven strategies can significantly reduce organisational susceptibility to dark leadership behaviours. The discussion begins with an examination of organisational culture, particularly the role of psychological safety and ethical purpose in inhibiting dark traits. It then outlines actionable areas, including HR policies and practices, leadership selection and development, employee empowerment, and grievance mechanisms. The chapter further underscores the importance of feedback systems—such as engagement surveys and 360-degree reviews—as tools for early detection and intervention. A key insight is the role of top leadership in shaping both culture and accountability: the behaviour and commitment of senior leaders critically influence whether dark leadership is tolerated or challenged. Through four case studies from technology, professional services, and insurance sectors, the chapter illustrates how targeted interventions—ranging from structural redesign to culture-aligned recruitment—can transform organisational resilience. By shifting focus from reactive to preventative approaches, this chapter provides a practical, evidence-informed framework for organisations seeking to foster ethical, inclusive, and psychologically safe environments resistant to the influence of dark leadership.