• Bekir Emre Kurtulmuş


Leadership has on occasion been presented as a sort of mystical status or title, which allows those who hold it to resolve all their problems as if by waving a magic wand. In fact, leaders are often considered to be heroes within their organizations. As in the general perception of the public and among employees, there is a vague perception in the relevant literature that under most circumstances leaders bring success both to employees and organizations. This places great expectations on leadership and, on occasion, huge disappointments. It is true that successful leadership brings success and increases performance, but not all charismatic individuals can be successful, or even successful leaders. Leaders are sometimes perceived as charismatic and flawless individuals who are capable of leading organizations from success to success without any hiccups along the way.


Leadership Organization Performance Immorality Power 


  1. DeCelles, K. A., DeRue, D. S., Margolis, J. D., & Ceranic, T. L. (2012). Does power corrupt or enable? When and why power facilitates self-interested behavior. Journal of Applied Psychology, 97(3), 681–689.CrossRefGoogle Scholar
  2. DiMaggio, P., & Powell, W. W. (1983). The iron cage revisited: Collective rationality and institutional isomorphism in organizational fields. American Sociological Review, 48(2), 147–160.CrossRefGoogle Scholar
  3. Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207–216.CrossRefGoogle Scholar
  4. Higgs, M. (2009). The good, the bad and the ugly: Leadership and narcissism. Journal of Change Management, 9(2), 165–178.CrossRefGoogle Scholar
  5. Hott, L. R. (1979). The antisocial character. The American Journal of Psychoanalysis, 39, 235–244.CrossRefGoogle Scholar
  6. Kellerman, B. (2004). Thinking about... Leadership. Warts and all. Harvard Business Review, 82(1), 40–45.Google Scholar
  7. Kramer, R. M. (2003). The harder they fall. Harvard Business Review, 81(10), 58–68.Google Scholar
  8. Lipman-Blumen, J. (2005). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians-and how we can survive them. Oxford: Oxford University Press.Google Scholar
  9. North, D. C. (1990). Institutions, institutional change and economic performance. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
  10. Paulhus, D. L., & Williams, K. M. (2002). The dark triad of personality: Narcissism, Machiavellianism, and psychopathy. Journal of Research in Personality, 36(6), 556–563.CrossRefGoogle Scholar
  11. Scott, W. R. (1995). Institutions and organizations. Foundations for organizational science. London: A Sage Publication Series.Google Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Bekir Emre Kurtulmuş
    • 1
  1. 1.Istanbul Aydin UniversityIstanbulTurkey

Personalised recommendations