TOXIC LEADERSHIP :- Avoid this kind of leadership

Jean Lipman-Blumen (2005) has studied a different kind of leadership exist in an organization - including educational organization. Jean came out with the Conceptual Framework of TOXIC LEADERSHIP. I would like to share this info and may be it can help us - the leaders of educational organization - to be aware of and avoid it. We shall consider as TOXIC LEADERS those individuals who shows one or more of the following PERSONAL QUALITIES OF TOXIC LEADERS;

• LACK OF INTEGRITY that reveals leaders as cynical, corrupt or untrustworthy;
• INSATIABLE AMBITION that prompts leaders to put their own sustained power, glory and fortunes above their followers' well-being;
• ENORMOUS EGO that blind leaders to the shortcomings of their own character and limit their capacity for self-renewal;
• ARROGANCE that prevents toxic leaders from acknowledging their mistakes and instead leads to blaming others;
• AMORALITY that makes it nigh (nearly) impossible for toxic leaders to discern right from wrong;
• AVARICE that drives toxic leaders to put money and what money can buy at the top of their list;
• FAILURE TO UNDERSTAND to the nature of relevant problems and  FAIL TO ACT COMPETENTLY & EFFECTIVELY in situation requiring leadership;
• COWARDICE that leads them to shrink from the difficult choice and,
• RECKLESS disregard for the costs of their action to others as well as to themselves.

TOXIC LEADERS, initially charm but ultimately manipulate, mistreat and undermine their followers, engage in a wide range of destructive behaviours such as failing to nurture othe leaders, failing to recognize good followers and ignoring / promoting incompetence, cronyism and corruption, behaving incompetently by misdiagnosing problems and failing to implement solutions to recognized problems.