PrefaceAcknowledgments1. Nature and Scope of Toxic Leadership2. Impact of Toxic Leadership3. Creating and Sustaining Toxic Leaders4. The Role of Narcicissm in Toxic Leadership5. Toxic Leadership and Sexual Misconduct6. Surviving a Toxic Leader7. Toxic Coworkers8. Mitigating Toxic LeadershipConclusionNotesIndex
George E. Reed is dean of the School of Public Affairs at the University of Colorado, Colorado Springs. He served for twenty-seven years as an army officer including six years as the director of command and leadership studies at the U.S. Army War College. His writing has been published in journals such as Public Administration Review, Military Review, Leadership, Public Integrity, Armed Forces and Society, and Parameters.
"We must provide all leaders the tools to recognize and ultimately
overcome toxic leadership. Tarnished is a great starting
point."—Maj. Nathan K. Finney, Army Magazine
"Reed offers an essential discourse on what many may see as an
unpleasant, but necessary reality of military culture. . . .
Understanding and not tolerating toxic leadership is critical to
stewarding the profession of arms."—COL Charles D. Allen,
Parameters
“George Reed has written a penetrating study of the nature,
persistence, and consequences of the phenomenon of ‘toxic
leadership.’ This study goes well beyond academic analysis of toxic
leadership and provides wise and practical suggestions for how best
to deal with it from the perspective of superiors, peers, and
subordinates.”—Martin Cook, Admiral James Bond Stockdale Chair of
Professional Military Ethics at the U.S. Naval War College and
coeditor of the Journal of Military Ethics
“A stunning work, detailing the problem [of toxic leadership] with
data and anecdotes, but even more, it offers concise and helpful
solutions at the institutional and individual level. An absolute
must-read for army brass, policymakers, and the soldier suffering
in a toxic environment.”—Georgia Sorenson, visiting research
professor of leadership studies at Carey School of Law and
inaugural chair and professor of transformational leadership at the
U.S. Army War College
“The military knows a lot about good leadership. That makes sense
because they have studied it for so long. In this remarkable and
interesting book, however, George Reed recounts the lessons the
military teaches us about bad leadership.”—Ronald E. Riggio, Henry
R. Kravis Professor of Leadership and Organizational Psychology at
Claremont McKenna College and coeditor of Leader Interpersonal and
Influence Skills: The Soft Skills of Leadership
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