1.

THE NEGATIVE SIDE / DARKSIDE OF CHARIMATIC LEADERS

How Charisma can have the Darkside? Explain by Examples.
The dark side of the charismatic leaders is defines as the systematic and
repeated behavior by a leader, supervisor or manager that violates the
legitimate interest of the organization by undermining and/or sabotaging
the organizations goals, tasks, resources, and effectiveness and/or the
motivation, well-being or job satisfaction of subordinates.
Some people are concerned that charisma can be exercised for evil
purposes such as:
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
IX.
X.
XI.
I.

Insecurities
Perfectionism
Loneliness
People Pleasing
Victimization
Disempowerment
Manipulation
Driven to Prove
Inauthenticity
Lack of Trust
Arrogance
Insecurities

As a leader we may be loath (unwilling, reluctant) to share any chink (crack,

slit) in the armor.
We don't want someone using it against us, so we gloss (Luster, Polish) over
our flaws (Faults, Errors), our lesser skills, our fear and pretend it doesn't
exist.
This leads to stress, depression, anxiety, and can interrupt all parts of our
lives.
All human beings have insecurities, the key is to own them, not hide them,
because they are part of what forms true confidence.

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II.

Perfectionism
Most Leaders don't want to admit that their biggest fear is criticism of a job
failed in some capacity.
Many leaders go to great lengths to ensure mistakes don't happen, even to
the point of micro-managing.
When leaders don't trust their people, it's not about the people, it's about
the leader and their inner critic who judges 'everything' and accepts
nothing less than perfect.
The key here is to understand 'why' the belief within says we're not good
enough (our unworthiness will be found out by others), and then become
emotionally resilient to disappointment and allow help in moving toward
empowerment.

III.

Loneliness
Isolation, not feeling we can share any of our troubles, hours spent in mindnumbing contemplation (Inspection, Observation), and activities built to
relieve stress, but keep our walls intact.
This self-imposed way of leading and managing our emotions doesn't serve
us mentally or physically and it doesn't make us authentic in how we deal
with others.
When we're being starved (Hungry, Greedy), holding in feelings-compartmentalizing, spending countless hours working, striving,
strategizing and still not pleased with our outcome--it makes for a pretty
angry individual.
As difficult as it may be, the key is to not only allow others into our world,
but to engage in their world. Becoming emotionally present all of the time
will lead us out of the darkness.

IV.

People Pleasing
How often do we give to get? Nothing authentic there.
The desire for approval, validation or to manipulate others to live up to our
expectations causes us to offer reward and/or perfection for the audience.
If we give to get, we feel owed. It's not altruistic nor is it genuine. There is
expectation.

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 Start seeking validation from within for just breathing, not for the
accomplishments.
Let others live to appropriate goals, not ones which feed an ego.
V.

Victimization
Unfortunately, our society is built on the drama triangle. Persecutor
(Harasser), rescuer and victim.
We switch roles depending on the situation and what we're trying to
manipulate from another.
It's disempowering, inauthentic and without awareness, we never get off.
We accuse or hold the victim accountable as persecutor, then we may
rescue them from being a victim and they may turnaround to become
persecutor, as we slide into the victim role of perceived helplessness or
pity.
Everyone feels bad on this triangle, it's unfulfilling, resentment building and
keeps us identifying with external circumstances we never really resolve.

VI.

Disempowerment
Dictatorship, unabridged criticism, taking others' personal power away or
anything, which leads to ill will, resentment, disenfranchisement and a
huge lack of creativity is not good for business.
The environment of disempowerment internally and externally is dismal.
Loyalty is hard won and back-stabbing rules.
There is competition, comparison, and contradiction as the guidelines for
employees and it starts from within the emotional state of the leader.
The first step is for the leader to look at how disempowered he or she feels
daily and the 'why' behind it. It starts at the top and then moves to the rest
of the company.

VII.

Manipulation
Innocent or guilty, some of us think we're not purposely manipulating
others, but at the base of most strategies is a way to get others to do our
bidding.

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 Instead, of a more collaborative or organic approach, we think we're

smarter than the rest.
Having compliance is quite different than teamwork.
There's no originality in manipulation and this again comes from 'not good
enough' or some other false core belief within a leader.
We have to believe in our vision, and creating, building and allowing it to
expand. Manipulation contracts and constricts, there's no originality,
expression or sustained growth, which comes from this inauthentic control.
VIII.

Driven to Prove
This is not passion, creativity or anything, which feels good.
This comes from a state of lack.
If we want to prove something to anyone (even if its an ideal), we're
looking for validation and approval from another source.
When we achieve things in this state we're never fulfilled, satisfied or
happy (for more than a minute or two) and are constantly looking for the
next thing, hoping it'll fill us up this time.
It's a vicious cycle, whose roots are deeply embedded in our formative
years. We can't handle disapproval.
It's a disconnect from who we are, because we aren't thriving and may be
doing something strictly for the validation of it, rather than the true desire
to live on our terms--doing what we really want at anytime.

IX.

Inauthenticity
This is just the surface as to what makes for leadership that is short-sighted,
stressful and full of bloat rather than value.
It starts within each of us, the dark side of leadership is not an external
issue.
Unethical leaders can lead organization to illegal & immortal end.
They can abuse power due to symbolic status.
They may neglect their social responsibilities.

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X.

Lack of Trust
It starts with us, we don't trust ourselves.
We second-guess our decisions or we over-think every possible outcome,
we don't trust life or others to cooperate.
Again, we don't actually believe deep down inside that we're capable and
we will be found out.
We may set others up to take the fall, and never really gain belief that we
can handle our involvement in disappointment.
Trust is not about others, when we trust ourselves; we make good
decisions, including people we choose to surround ourselves with in any
circumstance.

XI.

Arrogance
This is truly boring, because confident people do not need validation from
others. Arrogance needs to be fed, told it's okay, let's everyone know what
it does to deserve accolades and quickly tells others what they need to do
to arrive on the doorstep of success.
Arrogance breeds contempt.
True confidence comes from self-awareness, understanding and managing
our emotional state, managing others' emotional state positively and really
owning our insecurities.
It's to be completely present as often as possible and allow others a voice.
When we're comfortable in our own skin, we're a magnet for success.

For Example # 1
Politicians, throughout the world, seem to be particularly prone to fraud
and corruption and the financial and sexual temptations that come with
high office.
In the UK, for example, one of the reasons why the Conservatives were
thrown out of office in 1997 was the widespread perception among the
public that too many Tory MPs were sleazy, corrupt and sexually deviant.

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For Example # 2
Former Global Crossing Ltd. chairman Gary Winnick exemplifies the dark
side of charismatic leadership.
He bankrupted the company but saw to it that he enriched himself in the
process.
Gary Winnick, who bankrupted the telecommunications company Global
Crossing.
As chairman of Global Crossing, Winnick gave a top executive a RollsRoyce
as a gift, demanded that the company maintain a fleet of five jets (including
a Boeing 737), and sold $730 million of his company stock while he was
driving the company into bankruptcy.
As thousands of his employees were laid off,
Winnick was renovating a mansion in Bel Air, California, valued at $92
million.
Winnick carried his own interests to dangerous extremes.
Charisma a Relationship between the Leader and Group Members
Charisma involves a relationship or interaction between the leader and the
group members being led.
The group members accepting the leadership must attribute (recognize)
charismatic qualities to the leader.
Charismatic leaders use impression management to deliberately cultivate a
certain relationship with group members.
The influence of charismatic leaders extends beyond the immediate work
group and beyond reporting relationships.

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