Peter G. Northouse
Introduction to Leadership, 5e
SAGE Publishing, 2020
Case Notes
Chapter 14: Destructive Leadership
Case 14.1: Dr. Chen Likes Power
Case Summary
Dr. Chen is a prominent researcher and professor in medicine and pharmacy. As an
administrator, she is widely known for her style, but also as the type of leader that believes that
power equals “all knowing.” While she is the department head of her leadership team, she does
not value or take the input that others have into consideration when making decisions or changes.
Faculty do not like her and have nothing positive to say about her in terms of her leadership.
Administration has a more positive view of her because she brings revenue into the university for
research, and often times, administration will look the other way when Dr. Chen receives perks
from pharmaceutical companies that would otherwise not be allowed.
Case Analysis
This case study looks at an administrator, Dr. Chen, that is favored among her administrative
colleagues, but is disliked and feared among the faculty that she oversees. The primary reason
for the positive view that the administration has of her seems to be the fact that Dr. Chen brings
in a sizeable amount of money to the university to fund pharmaceutical research.
Sample Answers to Case Questions
1. Destructive leaders often have charisma, needs for power, narcissism, negative life themes,
and ideologies of hate. In what way does Dr. Chen exhibit these traits?
Dr. Chen seems to be loved by all of the administrative staff that makes up her department
Peter G. Northouse
Introduction to Leadership, 5e
SAGE Publishing, 2020
2. Have you personally ever had a boss who acted like Dr. Chen? What was it like and how did
you respond.
3. Table 14.1 lists 6 psychological factors that make followers susceptible to destructive leaders.
Which three of these factors best help explain Sophia Lopez’s response to Dr. Chen? Discuss.
The three psychological factors impacting Sophia Lopez are need for security and certainty, need
for membership in the human community, and fear of powerlessness to challenge a bad leader.
4. The Toxic Triangle suggests that destructive leadership is comprised by three components:
destructive leaders, susceptible followers, and conducive environments. What role do each of
these components play in this case and how do these components interact to cause destructive
leadership?
Dr. Chen’s destructive leadership is at the forefront of this case. She has charisma to secure
research funding, and also to receive opportunities from pharmaceutical companies. She has
Peter G. Northouse
Introduction to Leadership, 5e
SAGE Publishing, 2020
5. To guard against destructive leadership, institutions need rules and procedures that promote
fairness for people at all levels of the organizations. What rules and procedures would you
establish for the nursing school in this case? How would these decrease the opportunity for
leaders like Dr. Chen to be destructive toward others?
One of the most problematic factors in this case is the special treatment that Dr. Chen receives.
If administration is capable of looking the other way for someone who adds a specific value to
the university that would otherwise impede their work, the perception of others is that the only
Peter G. Northouse
Introduction to Leadership, 5e
SAGE Publishing, 2020
Case 14.2: Breaking the Silence
Case Summary
Harvey Weinstein, a former prominent Hollywood producer, was originally viewed as a
powerful and well-connected individual that could launch the careers of those he came into
contact with. After creating and leaving his first company, Weinstein and his brother formed a
Case Analysis
This case summarizes the general facts and details of Harvey Weinstein’s sexual misconduct
while in a position of power. While successful at producing films, Weinstein gained more and
more power, being the head of the company, leading him to begin to feel like he could
accomplish or do anything that he wanted. In this process, he began to conduct himself in a
Sample Answers to Case Questions
1. The book lists 3 characteristics of destructive power – discuss how each of these does or does
not apply to this case.
Peter G. Northouse
Introduction to Leadership, 5e
SAGE Publishing, 2020
Excessive use of power, control, or influence – Harvey Weinstein was one of Time magazine’s
100 Most Influential People in the World in 2011. He had significant control and influence over
2. The Chapter discusses a model known as The Toxic Triangle which outlines three key
components that work together to make toxic leadership possible.
a. Destructive Leaders – the text lists 3 characteristics of a destructive leader. Discuss
how each one applies to Harvey Weinstein and provide examples.
Harvey Weinstein displayed all three characteristics of a destructive leader. His
b. Susceptible followers – susceptible followers are a key component in enabling
destructive leadership to take hold. The Toxic Triangle model discusses two categories
of followers:
(1) Conformers. Based on the model’s definition, who would you classify as
conformers in this case? Why?
Weinstein’s reputation was well-known throughout Hollywood. Because of this,
(2) Colluders. Who would you classify as Colluders? Why?
His own employees and the Hollywood elite organizations colluded with
Peter G. Northouse
Introduction to Leadership, 5e
SAGE Publishing, 2020
(3) Do you think a follower of a Destructive Leader can be both a conformer and
a colluder? Explain.
Yes. As women knew that Weinstein’s behaviors were unacceptable, by not
c. Conducive environments – The context which promotes the development of
destructive leadership and includes the following 4 factors. Discuss how each of these
contributed to the toxic environments of Miramax and Weinstein Co. under the
leadership of Harvey Weinstein.
(3) Certain cultural values
(a) High avoidance of uncertainty
The uncertainty associated with reporting Weinstein itself was a challenge,
as reporting him could limit movie roles in the community, thus ending or
damaging their career potential.
Peter G. Northouse
Introduction to Leadership, 5e
SAGE Publishing, 2020
No one external to The Weinstein Company or when Weinstein was on his own
d. The chapter lists the following factors that make humans susceptible to bad leadership.
How do each of these apply or not apply to the followers in the case?
(1) A need for reassuring authority figures
Receiving a role from Weinstein or the Weinstein Corporation reassured to the
actresses that they were good enough to have a career in Hollywood.
(4) Fear of ostracism, isolation, and social death
Rejecting Weinstein’s advances had the potential to totally ruin and destroy an
actresses career, which would cause ostracism in the movie industry, and social
death within the industry’s in-groups.
3. The text discusses various ways in which Destructive Leadership can be confronted and
avoided in practice by leaders, followers, and context. For decades, Harvey Weinstein’s
unscrupulous practices were known by many were not stopped.
a. How was Harvey Weinstein able to thwart challenges to his behavior?
Weinstein thwarted challenges by creating his own company, The Weinstein Corporation,
Peter G. Northouse
Introduction to Leadership, 5e
SAGE Publishing, 2020
b. Within the structure of the organization he created, do you see ways in which this
behavior could have been confronted and dealt with much sooner than it was?
Other employees could have EASILY spoke up against Weinstein or discussed his
c. What do you think it took to finally expose these behaviors and bring about change?
In most cases, it takes one courageous person to expose this type of behavior. Once