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　　A provocative departure from conventional thinking, Bad

Leadership compels us to see leadership in its entirety Kellerman

argues that the dark side of leadership—from rigidity and

callousness to corruption and cruelty—is not an aberration. Rather

bad leadership is as ubiquitous as it is insidious—and so must be

more carefully examined and better understood. Drawing on

high-profile contemporary examples—from Mary Meeker to David

Koresh, Bill Clinton to Radovan Karadzic, Al Dunlap to Leona

Helmsley—Kellerman explores seven primary types of bad leadership

and dissects why and how leaders cross the line from good to bad.

The book also illuminates the critical role of followers, revealing

how they collaborate in, and sometimes even cause, bad leadership.

Daring and counterintuitive, Bad Leadership makes clear that we

need to face the dark side in order to become better leaders and

followers ourselves.

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　　Barbara Kellerman is Research Director of the Center for

Public Leadership and Lecturer in Public Policy at the Kennedy

School of Government, Harvard University.

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　　Wall Street Journal Ms. Kellerman's volume is elegantly

written and a pleasure to read... —26 October, 2004 Publishers

Weekly "How," asks Kellerman, "will we ever stop what we refuse to

see and study?" Research director of the Center for Public

Leadership and lecturer in public policy at Harvard University's

Kennedy School of Government, Kellerman focuses in opening chapters

on the nature of leadership, the rise of a "leadership industry,"

the complicit role of followers, the definition of bad leadership

and reas*** for its occurrence. Kellerman's style combines the

direct prose of the boardroom with the erudition of the classroom;

relevant citati*** abound, from Machiavelli and Thomas Hobbes to

Newsweek and Washington Monthly. Kellerman posits seven "types" of

bad leadership and devotes a chapter containing a few brief

examples and one detailed ***ysis to each. Drawing from the

corporate, nonprofit, government and public opinion sectors, she

examines instances of incompetence, rigidity, intemperance,

callousness, corruption, insularity and even evil. Her focus isn't

limited to individual behavior; context and the acti*** of

followers are also c***idered. For example, the International

Olympic Committee is faulted as much as its former president for

scandals and commercialism that have sometimes undermined the

games. High-level cabinet members, prominent legislators and the

nation as a w*** share the blame for the Clinton administration's

failure to intervene in Rwanda's genocide. The stories, and

Kellerman's final section of correctives, are complex and nuanced;

there are no easy answers. (Sept.) Copyright 2004 Reed Business

Information.

书籍介绍

A Bold Look at the Dark Side of Leadership How is Saddam Hussein like Tony Blair? Or Kenneth Lay like Lou Gerstner? Answer: They are, o***ere, leaders. Many would argue that tyrants, corrupt CEOs, and other abusers of power and authority are not leaders at all-at least not as the word is currently used. But, according to Barbara Kellerman, this assumption is dangerously ***. A provocative departure from conventional thinking, Bad Leadership compels us to see leadership in its entirety. Kellerman argues that the dark side of leadership-from rigidity and callousness to corruption and cruelty-is not an aberration. Rather bad leadership is as ubiquitous as it is insidious-and so must be more carefully examined and better understood. Drawing on high-profile contemporary examples-from Mary Meeker to David Koresh, Bill Clinton to Radovan Karadzic, Al Dunlap to Leona Helmsley-Kellerman explores seven primary types of bad leadership and dissects why and how leaders cross the line from good to bad. The book also illuminates the critical role of followers, revealing how they collaborate in, and sometimes even cause, bad leadership. Daring and counterintuitive, Bad Leadership makes clear that we need to face the dark side in order to become better leaders and followers ourselves. A Leadership for the Common Good book Published in partnership with the Center for Public Leadership