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Background A mounting body of research literature is highlighting the prevalence of serious malpractice by persons in leadership positions. Arguably, too many of those appointed to a leadership position believe that they have the right to act in any way that they choose. They believe that the title of ‘leader’ affords them the licence to act with little regard for others. But just because a person has been appointed to a leadership position, this does not automatically make them a leader. Nor does it imply that everything they do is leadership. Thus, the impetus for this article is the acknowledgement that it's time to clearly distinguish what truly constitutes leadership from that which is its antithesis – leadership malpractice. Not to do so only allows serious leadership malpractice to become normalised as acceptable leadership activity. Research Aim Therefore, the aim of this article is to first use research literature to describe the growing concern about the prevalence of malpractice by persons in leadership positions and then to illustrate how such malpractice can be naturally eradicated when leadership is seen, fundamentally, as a relational phenomenon. The purpose of this article is thus to provide a new theoretical perspective of leadership, one that will help to distinguish between that which is and is not leadership. Findings A close inspection of the extremely damaging and injurious outcomes produced by leadership malpractice shows that these mirror those caused by persons with extremely harmful psychosocial disorders. Despite any short-term gains, the research shows that leadership malpractice can ultimately cause serious and enduring poisonous effects on the individuals, families, organizations, communities, and even entire societies they lead. Furthermore, rules, regulations and policies have proven powerless. Seemingly, one cannot mandate true leadership; its manifestation must be inherent within our leadership theory. Practical implications In response, this article first explores the foundational values, principles and norms underpinning true leadership practice and then presents a new way to understand leadership from a transrelational perspective which naturally eradicates malpractice by those in leadership positions. Social implications Given that worldwide research has demonstrated how leadership malpractice causes seriously toxic personal, organisational and social outcomes, this article seeks to provide a theoretical rather than a technical or practical way of redressing this untenable situation. By inference, when leadership is practiced properly, when it is based upon apporpriate foundational values and principles, then malpractice is ended and workplaces become safe, gratifying and productive. Originality This article makes a significant contribution to the expanding area of research that is exploring the benefits to be gained by theorising leadership as a relational phenomenon. |
