The Dark Side of Leadership: Identifying and Overcoming Unethical Practice in Organizations
Open accessAbstract
Prelims -- "Irresponsible leadership" and unethical practices in schools: a conceptual framework of the "dark side" of educational leadership -- Anatomy of an organizational train wreck: a failed leadership paradigm -- A consideration of ethical leadership in ontario university governance -- Rethinking leadership in k-12: ensuring that those in positions of leadership are also positioned to lead -- Unethical decision-making of school principals and vice-principals in the arab education system in israel: the interplay between culture and ethnicity -- "strong people dont need strong leaders" -- Coming in from out of the dark -- The destructive effects of distrust: leaders as brokers of trust in organizations -- Global core leadership competencies: a response to "institutional culture" and (in)-competence in higher education -- Performance = leadership: shifting institutional research performance -- Increasing darkness: combining toxic leadership and volatility, uncertainty, complexity, and ambiguity (vuca) -- The seven deadly narratives of leadership -- Perpetuating inequality in education: valuing purpose over process in educational leadership -- Why leaders are not always to blame: from "free will" to responsible action -- About the authors -- Index
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A trust relationship is a foundational component to leading effective change.
“Normore and Brooks (2016) talk explicitly about the importance of a trust relationship being a foundational component to leading effective change.”
From Indigenous leadership in a non-Indigenous space: A leadership story (2025) · cites this paper as Normore and Brooks, 2016
The Introduction (p. xii) emphasizes that leaders should rebuild relationships and restore broken trust because distrust can harm organizations. That supports the importance of trust in leadership, but the passage does not explicitly identify a trust relationship as foundational to leading effective change. (LLM, conf=0.82)
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Indigenous leadership in a non-Indigenous space: A leadership story
Brouwer, N. (2025) · Journal of Educational Leadership, Policy and Practice · doi:10.2478/jelpp-2025-0008
- Authors
- Normore, A. H., & Brooks, J. S.
- ORCID
- Jeffrey S. Brooks
- Venue
- Advances in Educational Administration
- Publisher
- Emerald Group Publishing Limited
- Published
- 2016-12-08
- ISSN
- 1479-3660 (ISSN-L)
- OpenAlex
- W2560834515
- Cited by
- 21
- References
- 0
- Citations by year
- 2025: 1 · 2024: 3 · 2023: 3 · 2022: 1 · 2021: 4 · 2020: 2 · 2019: 5 · 2017: 2
- FWCI
- 2.28
- Type
- book
- Language
- en
- Open access
- bronze
- doi.org
- Locations
- Advances in educational administration (publishedVersion)
- Topics
- Social Sciences › Decision Sciences › Information Systems and Management › Ethics in Business and Education
- Social Sciences › Education › Educational Leadership and Practices
- Social Sciences › Education › School Leadership and Teacher Performance
- Keywords
- dark side of leadership, unethical leadership, educational leadership, school principals, school governance, university governance, ethical leadership, toxic leadership, VUCA, organizational trust, leadership skills, institutional culture, educational inequality, free will and responsibility
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