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Published online by Cambridge University Press: 25 January 2011
When I am at a business lunch and really need to listen to the conversation, I can only get part of the story because I am trying so hard to shut out the noise of other conversations and distractions in the room. I am aware of meaningless word fragments that come catapulting at me from every direction, of dishes clattering, phones ringing, people moving about. The people with me seem to have a fence around them that protects them from this barrage of noise and activity. I don't have a fence.
(Miller and Blum, 1996, p. 36)ANTIDOTES TO A DYSFUNCTIONAL AGENDA
Alongside well-established research into positive leadership (e.g., see Luthans, Youssef & Avolio, 2007; Nelson & Cooper, 2007) a darker and dysfunctional side of organizational behavior has recently emerged as a topic of serious concern to management researchers, practitioners and consultants (e.g., see Goldman, 2006a, 2008 a,b; Griffin & O'Leary-Kelly, 2004; Kellerman, 2004; Kets de Vries, 2006; Lipman-Blumen, 2005; and Lubit, 2004). Influenced by the role of toxic leaders in the disturbing corporate practices of Bear Stearns, Enron, Arthur Andersen and Fortune 500s, both public and private sectors seek assessments, downside protection, alternatives and antidotes to the dysfunctional and hurtful agendas undermining organizational life. How can organizations better anticipate destructive leader behaviors that derail corporate covenants?
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