Juhtimiskirjandust lugedes jääb mulje – mis võib olla väga ekslik! -, et juhtimispraktikatega tegeletakse valdavalt nö parimate praktikate otsingu või konkreetsete juhtumiuuringute või mõne teooria-mudeli verifitseerimise-falsifitseerimise aspektidest. Siinviidatu võib vahelduseks olla midagi teistsugust keskendudes juhtimise nö varjupoolele. Ilmselt on siin tegemist (vabalevis oleva) tekstiga, mis kedagi külmaks ei jäta, olgu siis käsitletavate praktikate või autorite valitud väljenduslaadi tõttu.
In the leadership literature, the concept of resilience nearly always is in the top ten most desirable traits for leaders (Van Wart, 2014). The reason is obvious, because without perseverance or ‘stick-with-it-ness’, little of significant consequence is likely to get done, no matter how many other good traits a leader may have.
This essay looks at how resilience can be disfigured in a corrupt context by bad leadership. Sadly, this type of leadership has become all-too-common in the current political world. When you add resilience to toxic leadership, you ‘supersize’ the problem and create vampire leadership. […] The article will illustrate examples of positive and negative leadership exclusively with US presidents. Because of his extraordinary efforts to divide and conquer American society, Donald Trump is used as the most comprehensive example of vampire leadership.
Servant leadership theory, in the tradition of various compassionate religious teachings, asserts that the foundation of good leadership is the appreciation of others. This requires empathy, listening, kindness, and patience. […] Servant leaders do not seek to acquire power; they seek to empower others. […] Finally, servant leaders build community, paying special attention to society’s neediest and most marginalized.
Leadership becomes toxic when leaders allow their personal desires and ambitions to become over-weening, and when their egotism breeds a sense of disregard and even disrespect for others. Many leaders have toxic episodes, aspects, or leanings, but can be classified as only mildly toxic because, overall, they do more good than harm. […] Toxic leaders tend to diminish organizational resilience or lessen their personal resilience by their dysfunctional behaviors.
Vampire leadership is not occasional toxicity; it is leadership with an overall agenda that is rapacious and tenacious. Historically, colonialism was a type of international vampire leadership, which sadly, created a model difficult to overcome for many of those countries when they became independent.
Van Wart, M., Rahman, S., & Mazumdar, T. (2021). The Dark Side of Resilient Leaders: Vampire Leadership. Transylvanian Review of Administrative Sciences, 17(SI), 144-165.