Bad Leadership

Facing the Hard Truth About Leadership: A Closer Look at Bad Leadership

Most leadership books aim to inspire. They showcase heroic figures, bold visionaries, and transformational change agents. But what if we flipped the script for a moment—and looked at the other side?

Barbara Kellerman’s provocative book, Bad Leadership: What It Is, How It Happens, Why It Matters, is a bold invitation to do just that. Rather than assuming leadership is always good, Kellerman asks us to grapple with an uncomfortable but critical truth: bad leadership is everywhere, and unless we understand it, we’re doomed to repeat it—or worse, silently participate in it.

This isn’t a cheap takedown or a list of petty gripes. It’s a serious, scholarly, and eye-opening examination of how leadership can go wrong, often with devastating consequences for individuals, organizations, and even nations.

What’s Inside the Book?

Kellerman identifies seven types of bad leadership, each with real-world examples and practical insights:

• Incompetent – Lacking the ability or will to lead effectively

• Rigid – Unable or unwilling to adapt, even when change is critical

• Intemperate – Lacking self-control or personal discipline

• Callous – Emotionally detached and indifferent to suffering

• Corrupt – Driven by self-interest, manipulation, or deceit

• Insular – Protecting the in-group while ignoring broader impact

• Evil – Intentionally inflicting harm or destruction

These categories aren’t just academic. You’ve probably worked with, worked for, or heard about leaders who fall into one or more of them. What makes this book especially powerful is that it also examines the role of followers—how we sometimes enable, excuse, or legitimize bad leadership, whether out of fear, loyalty, or convenience.

Why This Book Matters

We don’t become better leaders just by mimicking success stories—we become better by learning from our mistakes. We grow by recognizing when leadership crosses a line and by asking the harder questions:

• What am I tolerating in others (or myself) that’s causing harm?

• When have I remained silent when speaking up could’ve changed the outcome?

• How do I spot the early signs of bad leadership—and take action before it’s too late?

This book doesn’t offer feel-good platitudes. It offers something more valuable: clarity. It provides insight into the patterns, justifications, and mistakes that gradually undermine integrity and performance. If you’re serious about growing as a leader—or helping others grow—this is a book that needs to be on your shelf.