The Dark Pyramid: Unpacking the Multidimensional Nature of the Dark Side of Leadership
通过分析安然、普渡制药、Theranos和Wirecard四个破产案例，提出领导力阴暗面是一个多维现象，包含内部因素、外部因素、监管因素和结果，为理解和应对组织中的阴暗领导力提供新视角。
Abstract The dark side of leadership has been employed as an umbrella term to cover an array of concepts typically concerned with the dysfunctionality and/or toxicity of individual leaders. As the field of leadership studies moves towards ‘post‐heroic’ perspectives, we apply the same ontological positioning, adopting a ‘post‐villainous’ perspective in order to explore the wider network of influence that facilitates and enables the dark side of leadership to emerge and thrive. Through analysis of four high profile case studies of corporate bankruptcies attributed to the dark side of leadership (Enron, Purdue Pharma, Theranos and Wirecard), this paper takes a subjective collective approach that reveals the dark side of leadership as a multi‐faceted phenomenon with varying perceptions and interpretations. We propose a three‐dimensional, dark pyramid comprising internal (f)actors (similar to the original framework), external (f)actors, regulatory (f)actors and outcomes (the word ‘(f)actors’ is used to denote the potential for the influence to be an actor or another factor). By conceptualizing the dark side of leadership as a multidimensional phenomenon, we offer new ways of theorizing, researching and/or addressing the factors that contribute towards the dark side of leadership in organizations.