Leadership and management play critical roles in building successful companies. Both are essential during all stages of development, whether the company is a fledgling operation, a growing one, or one going through changes driven by a disruptive internal or external business environment. As such, companies headhunt and onboard leaders deemed as having the exemplary leadership and management skills to steer their operations toward success. However, onboarded leaders sometimes fail to live up to expectations and become liabilities rather than assets in fostering company growth.
A leader who becomes a liability rather than an asset sometimes displays one or more negative leadership or management styles, ranging from autocratic manipulation of subordinates through micromanaging and self-serving leadership to leadership by
intimidation and aggression. Interestingly, they may portray themselves as model leaders in open settings or with their executives; however, they bring out their true selves in dealing
with individual subordinates. Could these negative behavior patterns stem from unique personality traits that sometimes are equivalent to narcissism?
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