Leadership malpractice: exposing the reality underpinning unleaderly behaviour

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