Index
The Dark Side of Leadership: Identifying and Overcoming Unethical Practice in Organizations
ISBN: 978-1-78635-500-3, eISBN: 978-1-78635-499-0
ISSN: 1479-3660
Publication date: 8 December 2016
This content is currently only available as a PDF
Citation
(2016), "Index", The Dark Side of Leadership: Identifying and Overcoming Unethical Practice in Organizations (Advances in Educational Administration, Vol. 26), Emerald Group Publishing Limited, Leeds, pp. 279-282. https://doi.org/10.1108/S1479-366020160000026017
Publisher
:Emerald Group Publishing Limited
Copyright © 2017 Emerald Group Publishing Limited
INDEX
Abuse of power
, xi, 44, 83, 148, 229
Abusive disrespect
, 84
Abusive leadership
, 201
Abusive supervision
, 2, 74, 114
Advanced placement
, 127
Advocacy
, 248–247
Arab education
, 75
Aristotle
, 214, 254
Association of Universities and Colleges of Canada
, 38
Australian Association for Research in Education
, 185
Authentic leadership
, 3, 157, 161
Betrayal
, 134, 140, 141, 142, 147, 148
Bicameralism
, 38–41, 45–51
Board of Governors
, 36, 38, 39, 52
Bouman v Pitchess
, 21
Breach of integrity
, 143
Burden of proof
, 178
Canadian Association of University Teachers
, 38
Charismatic leadership
, 97, 114, 156
Christopher Commission Report
, 21
Citizen’s Commission on Jail Violence (CCJV)
, 25
Coercion
, 10, 143, 146, 147, 199, 200, 201
COIN Dynamics Slide
, 197
Collectivism
, 78, 83, 91, 184
Collusive situations
, 202
Conflicting values
, 81
Contracausal
, 257
Corruption
, xi, 23, 31, 32, 76, 136, 143, 231
Credible leaders
, 202, 203, 204, 205
Cronyism
, 21, 23, 30
Cultural competence
, 169–170
Cultural harmony
, 89
Culture
, xiii, 10, 13, 73–92, 102, 119, 203, 242, 244, 262–265
Deception
, 141, 142, 143
Destructive leadership
, 74, 114, 149, 157, 219
Determinism
, 255, 257, 262
Digital divide
, 164
Distrust
, xiii, 43, 127, 133–150
Diversity
, 12, 23, 78, 166, 237, 244, 246, 247
Divisiveness
, 44, 144
Dualism
, 257
Duff–Berdahl Commission
, 38
Economic competence
, 168
Ecosystem
, 171
Educational leadership
, xi, xii, 1–16, 64, 69n2, 74, 76–77, 91, 120, 158, 165, 169, 171, 172, 184, 192, 235–248
Ego-centrist
, xii, 4, 5–6, 9, 10
Eli Broad Foundation
, 59
Embedding Aboriginal and Torres Strait Islander Perspectives in Schools Framework
, 242
Emotional intelligence
, 159
Emotional unawareness
, xii, 4, 7
Empathy
, 3, 5, 7, 10, 13, 53, 85, 128, 217, 263, 265
Employee Relations Commission
, 31
Equality
, 6, 11, 23
Equity
, xiv, 4, 6, 11, 12, 89, 127, 160, 164, 237, 240, 243–244, 245, 246, 247
Ethic of care
, 7, 13, 74, 77, 81, 92
Ethic of critique
, 74, 77, 81
Ethic of justice
, 74, 77, 81
Ethical leadership
, xii, xiii, 3, 35–53, 74, 75, 77–79, 85, 90, 91, 127
Ethnicity
, 11, 73–92
Excellence for Research in Australia (ERA)
, 179
Exclusion
, 13, 46, 96, 101, 144
Free Will
, 253–265
Free Will Skepticism
, 255, 256, 258–262
Gifted and Talented Magnet School
, 119
Global competencies
, 155–172
Global Financial Crisis
, 236
Globalization
, 3, 158, 160
Governance
, 35–53
Hegemony
, 98–99, 161
Heresy
, 114, 120–121, 128
Heretical leadership
, xiii, 114, 115, 116, 117, 127, 128, 129
Higher education
, 43, 44, 50, 52, 65, 69n2, 118, 155–172
Humiliation
, 8, 220
Incompetence
, 23, 157, 158, 170, 201
Incompetent leadership
, 201
Increased accountability
, 144
Indigenous
, 75, 100, 103, 237, 239–243, 245, 246, 247, 248n1
Information competence
, 163, 164–166
Institutional culture
, xiii, 155–172
Instructional leadership
, 2, 13–14
Interstate School Leaders Licensure Consortium (ISLLC) Standards
, 64, 69n1
Irresponsible leadership
, xii, 1–16
Kolts Report
, 21, 32n1
Leadership development
, 15, 65–67
Leadership hubris
, 159
Los Angeles County Board of Supervisors
, 25, 32n1
Los Angeles County Sheriff
, 20, 21, 24
Machiavellian
, 157, 223, 227, 229
Macroeconomics
, 168
Managerial tyranny
, 114
McChrystal’s Spaghetti Diagram
, 197
Melbourne Declaration on Educational Goals for Young Australians (MCEETYA)
, 240
Meritocracy
, 21, 23
Microeconomics
, 168
Micropolitics
, 144, 148
Model I behavior
, 29
Model I Theory-in-use
, 28
Moral agency
, 149, 161, 255
Moral agents
, xiii, 149
Moral behavior
, 50, 254
Moral character
, 47, 48
Moral competence
, 160–162
Moral obdurance
, 209
Narcissistic leadership
, 5
Narrative
, 75, 84, 117, 126, 180, 190, 207–231
National Aboriginal and Torres Strait Islander Education Policy
, 241
National Goals for Schooling Framework
, 242
Nepotism
, 23
Neuroanatomical
, 259, 260
Neurochemical
, 260
Neuroscience
, 255, 259, 261, 262, 263
Neurotic organization
, 202
New Leaders for New Schools
, 60
New York City Leadership Academy
, 60
Nicomachean Ethics
, 254
Nipissing University
, 41
Ontological complicity
, 184–185, 186
Oppression
, 97, 98, 116, 246
Organization for Economic Cooperation and Development (OECD)
, 162
Organizational competence
, 166–168
Over-confidence
, 159, 170
Overuse of power
, 143
Pablo Neruda
, 96
Parity of participation
, 244
Participative leadership
, 9–11
Pedagogical competence
, 162–164
Personal power
, 6, 10, 49
Professional development
, 14, 61, 65, 67–68, 209, 244
Professional ethics
, 81, 156, 263
Professional standards for educational leaders
, 58, 64, 69n1
Racism
, xi, xiii, 11, 13, 100, 102, 236, 237, 239–243, 244–245, 246, 247
Reconstruction
, 99
Regulatory Ethics
, 92
Research Excellence Framework
, 180
Responsible leadership (RL)
, 3
Restorative justice
, 146
Restorative practice
, 146
Self Managing School
, 238
Self-actualization
, 159
Self-centered decision making
, xii, 4, 6, 11, 14
Senate
, 36, 38, 39, 40, 49, 51, 52
Servant leadership
, xii, 45–51, 53
Social cultural culture
, 263
Social injustice
, xi, 236, 237, 243
Social justice
, xii, xiv, 6, 9, 11–13, 74, 76, 90, 91, 160, 163, 237, 243–247
Social patterns
, 166, 167
Socialized power
, 84
Standard Research Classification
, 179
Stewardship theory
, 49–50
Symbolic leaders
, 149
Taylorism
, 178
Theory of apparent mental causation
, 258
Tokenism
, 23
Tolerance
, 12
Toxic leadership
, xiv, 135, 195–205
Toxic organizational culture
, 200, 202
Transformational leadership
, 2, 3, 62, 98, 114
Trust
, 10, 43, 47, 48, 50, 77, 124, 125, 129, 133–150, 160, 161, 169, 171, 200, 201
Undersheriff
, 20, 23, 24, 25, 26, 31
Unexcused ignorance
, 101–102
University of Guelph
, 41
Value system
, 82, 88
Vanderbilt Assessment of Leadership in Education (Val-Ed)
, 64
Violation
, 114, 120, 135, 141, 145, 248n1
Volatility
, xiv, 195–205
Volatility, uncertainty, complexity, and ambiguity (VUCA)
, xiv, 195–205
White advocacy
, 246, 247
White Supremacy
, 100, 102, 103
Wilfrid Laurier University
, 41
WitnessLA
, 26, 27, 29
Wounding
, xiii, 115, 117, 118, 121–124, 127, 128, 129
- 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 Don’t 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