Recognising, Coping with, and Transforming Dark Leadership as Leaders and Individuals

This chapter provides a comprehensive and practitioner-oriented exploration of how dark leadership can be recognised, managed, and ultimately transformed—both by those who lead and by those who are led. Beginning with a focus on leaders, it examines how individuals can identify their own leadership styles, particularly under pressure, and develop healthier leadership practices through self-awareness, reflection, feedback, mindfulness, and ethical decision-making. The chapter then turns to employees, offering practical strategies for coping with toxic leadership—including boundary-setting, resilience-building, and accessing support networks. It further examines the role of whistleblowing and ethical advocacy when leadership breaches organisational or legal boundaries. The latter sections address systemic transformation in environments dominated by dark leadership. Drawing attention to the pivotal influence of middle management and the cultivation of microcultures, it argues that change can be led from below even when senior leadership is resistant. Finally, the chapter explores the possibility of development for dark leaders themselves, highlighting the role of coaching, accountability structures, and sustained behavioural interventions. Finally, it discusses the importance of leadership development in individuals exhibiting dark leadership tendencies, advocating for interventions that promote ethical and sustainable leadership practices. Through a combination of practical guidance and reflective insights, this chapter equips leaders, employees, and organisations with the tools to mitigate the effects of dark leadership and drive meaningful transformation.