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2011 | 6(83) | 113-126

Article title

Destrukcyjne strony charyzmatycznego przywództwa


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Większość badań nad przywództwem skupia się jedynie na jego pozytywnych aspektach, kiedy to liderzy są źródłem dobra, a  ich starania przynoszą pozytywne wyniki organizacji i  jej uczestnikom. Co się jednak dzieje, gdy liderzy zawodzą, nadużywają władzy lub zbaczają z  właściwego toru? Charyzmatyczni liderzy niekoniecznie przynoszą korzyści zespołowi, któremu przewodzą, a  ich wizja i  wartości mogą być po prostu niewłaściwe, a  wręcz szkodliwe. W niniejszym artykule przedstawiono: (a) definicję destrukcyjnego przywództwa, (b) teorie dotyczące charyzmatycznego przywództwa, a  także (c) studium przypadku destrukcyjnego przywództwa na przykładzie Enronu.
Most leadership research focuses on only its positive aspects, where leaders are the source of good and their efforts produce positive outcomes. However, what happens when leaders fail, abuse, or derail? Charismatic leaders may not always be beneficial for the team they lead and their vision and values may be simply bad ideas. In this paper we present (1) a definition of destructive leadership, -(2) theoretical background on charismatic leadership, and (3) outcomes of destructive leadership behavior based on the example of Enron.





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  • Silesian University of Technology, Gliwice, Poland
  • Silesian University of Technology, Faculty of Organization and Management, Department of Management and Marketing, Zabrze, Poland


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Polska wersja anglojęzycznego artykułu z numeru 2011 6(83). Opublikowano na bezpłatnej płycie CD dołączonej do papierowego wydania numeru 2011 6(83), ISSN 1641-0882.

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