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Bad Leadership: What It Is, How It Happens, Why It Matters (Leadership for the Common Good) Hardcover – September 1, 2004

ISBN-13: 978-1591391661 ISBN-10: 1591391660

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Product Details

  • Series: Leadership for the Common Good
  • Hardcover: 304 pages
  • Publisher: Harvard Business Review Press (September 1, 2004)
  • Language: English
  • ISBN-10: 1591391660
  • ISBN-13: 978-1591391661
  • Product Dimensions: 9.4 x 6.5 x 1.1 inches
  • Shipping Weight: 1.3 pounds (View shipping rates and policies)
  • Average Customer Review: 3.5 out of 5 stars  See all reviews (22 customer reviews)
  • Amazon Best Sellers Rank: #236,808 in Books (See Top 100 in Books)

Editorial Reviews

From 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 reasons for its occurrence. Kellerman's style combines the direct prose of the boardroom with the erudition of the classroom; relevant citations 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 analysis 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 actions of followers are also considered. 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 whole 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.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

From Booklist

Bound for the top of the business best-sellers lists--at least in terms of the controversy it will generate--Harvard lecturer Kellerman's book argues cogently, compellingly, and with an amazing clarity for the identification of bad leadership and, then, for its removal. Too long has the concept of leadership been viewed only in shades of white within America--and, thus, too long have we denied the existence of bad leadership. Neither are followers excused, for they, too, have a real culpability, asserts Kellerman. Types fall into seven categories, either ineffective or unethical, and include incompetent, rigid, intemperate, callous, corrupt, insular, and evil. And for each, she selects one recent example on which to focus, in addition to minor players, from former Mattel CEO Jill Barad and Reverend Jesse Jackson to Jim Jones and Saddam Hussein. As any good academic problem solver, she lists those corrections necessary for leaders and followers to adopt. The real question is, Will this book be ignored? Hopefully not. Barbara Jacobs
Copyright © American Library Association. All rights reserved

Customer Reviews

That's a good idea for authors, too.
Dr. Cathy Goodwin
By glossing over Bush Jr. bad leadership, this book suffers a credibility problem.
This was very interesting and a fairly easy read.
S. J. Harmon

Most Helpful Customer Reviews

44 of 50 people found the following review helpful By John Matlock on September 20, 2004
Format: Hardcover
We live in a time where the news is filled with countries, corporations, and other organizations that are failing to perform as they should. Ms. Kellerman has analyzed several of these and identified fundamental seven types of leadership that are prone to failure.

INCOMPETENT: The leader and at least some followers lack the will or skill to sustain effective action.

RIGID: The leader and at least some of his followers are stiff, unyielding, and unwilling to adapt to new ideas, new information or changing times.

Intemperate: The leader lacks self-control and is aided and abetted by followers who do not intervene.

CaALLOUS: The leader is uncaring or unkind, he ignores or discounts the needs of the rest of the organization.

CORRUPT: These people lie, cheat, or steal. They put self interest above all else.

INSULAR: They disregard or at least minimize the health and welfare of those outside the small center group.

EVIL: Some leaders and at least some followers commit atrocities.

In each of these catagories, she identifies leaders that illustrate her point. This leads to an understanding of why such bad leadership is harmful to the organization, and if the organization is the political leadership of a country, it is bad for the world.
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54 of 63 people found the following review helpful By Dr. Cathy Goodwin TOP 1000 REVIEWERVINE VOICE on May 8, 2005
Format: Hardcover
It's not clear what we're supposed to learn from this book. As other reviewers have observed, Kellerman identifies five categories of bad leadership -- but they're ad hoc, arbitrarily derived groupings. Therefore we can't identify systematic causes of bad leadership, which would lead to meaningful prescriptions.

Kellerman uses a broad definition of leadership that encompasses corporate leaders appointed by a board, elected leaders, founders of companies (like Martha Stewart), and self-appointed crazies like Jim Jones. Can we really load all these forms into one category -- and still come up with meaningful conclusions?

As others have noted, Kellerman's bias raises questions about credibility. She faults Bill Clinton for lack of leadership in three separate arenas -- more than any other "leader" in the book. Yet Clinton's health care "failure" can be partly attributed to a huge spending campaign by insurance companies, which she does not mention. His lack of action in Rwanda pales next to foreign policies by leaders who extended wars for political reason and ... well' we won't even go there.

As for the Lewinsky affair, Kellerman writes (p 35) that "tolerance for moral fallibility, even if evident only behind closed doors, has been low." Really? Many American leaders (JFK, LBJ, and others) have had rather varied experiences behind closed doors. Some countries remain baffled by the American concern with our leaders' "moral fallibility." And is Confucius really the appropriate source to cite when discussing modern leaders and their morals? Why not a historian or political scientist?

On page 43, Kellerman refers to Martha Stewart's "charges stemming from insider trading," noting that Stewart can be "mean.
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23 of 27 people found the following review helpful By Douglas Daly on November 28, 2004
Format: Hardcover
"Bad Leadership" lists 7 characteristics of bad leadership and gives examples of each. Some examples don't clearly reflect the bad quality being highlighted (e.g. the IOC chairman mentioned as incompetant seems more corrupt and insular). The 7-10 page descriptions of each bad leader are interesting, but rather than focusing on the leadership flaws/failings, the author merely gives a "Reader's Digest" summary of each leader.

However, the worst criticism I have for the book is its extreme redundancy. Every chapter describes the "bad followership" involved, which can be summarized as "Don't follow bad leaders". The author also spends many pages discussing how difficult it is writing such a book.

I hope someone else writes a good book on bad leadership/bad followership, as I find this topic very intriguing. Unfortunately, there seems very little insightful thinking involved in this book, and the fact that this was allowed to be published in this state is a perfect example of "Bad Followership".
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4 of 4 people found the following review helpful By Gerry Stern on May 19, 2005
Format: Hardcover
We get to review a lot of books on leadership. After a while, they all seem to be echoing each other. But once in while one comes along that says something different and worthwhile learning. This is one of those books!

Leadership is not all 'goodness and light.' It has it's dark side, with a big range of gray-zone inbetween. Finally, here is a book that explores the dark side. It's not the only one to ever do so, but it sure is one of a rare species.

The author identifies seven dark-side types. Very briefly, these are: 1. Incompetent: lacks the will or skill (or both) to sustain effective action with regard to at least one important leadership challenge; 2. Rigid: stiff and unyielding-unable or unwilling to adapt to new ideas, new information, or changing times; 3. Intemperate: lacks self-control; 4. Callous: uncaring or unkind-ignores or discounts the needs, wants, and wishes of others, especially subordinates; 5. Corrupt: lies, cheats, or steals-puts self-interest ahead of the public interest; 6. Insular: minimizes or disregards the health and welfare of "the other"-that is, those outside the group or organization for which they are directly responsible; and 7. Evil: commits atrocities. The Kellerman explores each of these types in considerable depth.

The author places bad leadership along two axes, ineffective and unethical, to clarify the word "bad." Kellerman argues that effective and unethical can be joined. A final chapter takes on the challenge of how bad leadership can be stopped, or at least slowed. Kellerman suggests:
* 12 ways for leaders to strengthen their capacity to be both effective and ethical, and
* 8 ways they can work optimally with followers.
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More About the Author

Barbara Kellerman is the James MacGregor Burns Lecturer in Public Leadership at Harvard University's John F. Kennedy School of Government. She was the Founding Executive Director of the Kennedy School's Center for Public Leadership, from 2000 to 2003; and from 2003 to 2006 she served as the Center's Research Director. Kellerman has held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, and Uppsala Universities. She also served as Dean of Graduate Studies and Research at Fairleigh Dickinson, and as Director of the Center for the Advanced Study of Leadership at the Academy of Leadership at the University of Maryland.

Kellerman received her B.A. from Sarah Lawrence College, and her M.A., M.Phil., and Ph.D. (1975, in Political Science) degrees from Yale University. She was awarded a Danforth Fellowship and three Fulbright fellowships. At Uppsala (1996-97), she held the Fulbright Chair in American Studies. Kellerman was cofounder of the International Leadership Association (ILA), and is author and editor of many books including Leadership: Multidisciplinary Perspectives; The Political Presidency: Practice of Leadership; and Reinventing Leadership: Making the Connection Between Politics and Business. She has appeared often on media outlets such as CBS, NBC, PBS, CNN, NPR, Reuters and BBC, and has contributed articles and reviews to the New York Times, the Washington Post, the Boston Globe, the Los Angeles Times, and the Harvard Business Review.

Her most recent books are Bad Leadership: What It Is, How It Happens, Why It Matters (2004); a co-edited (with Deborah Rhode) volume, Women & Leadership: State of Play and Strategies for Change (2007); and Followership: How Followers are Creating Change and Changing Leaders (2008). Kellerman speaks to audiences around the world, including in recent years Berlin, London, Moscow, Rome, Sao Paolo, Shanghai, Zurich, Jerusalem, Turin, Toronto, and Montreal. She is on the Advisory Board of the Leadership Research Network, on the Advisory Panel of the White House Leadership Project Report, on the editorial Board of Leadership Quarterly, and on the Publications Committee of the International Leadership Association. She is ranked by as among "Top 50 Business Thinkers" (2009) and by Leadership Excellence in top 15 of 100 "best minds on leadership." Her next book, Leadership: Essential Selections on Power, Authority, and Influence, will be published in March 2010 by McGraw-Hill.

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