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.
Preface
Acknowledgments
1. Nature and Scope of Toxic Leadership
2. Impact of Toxic Leadership
3. Creating and Sustaining Toxic Leaders
4. The Role of Narcicissm in Toxic Leadership
5. Toxic Leadership and Sexual Misconduct
6. Surviving a Toxic Leader
7. Toxic Coworkers
8. Mitigating Toxic Leadership
Conclusion
Notes
Index
