Reflections on Leadership: Aspects of Dysfunctional Leadership Based on the assigned readings (ORG515 Module 3), this journal entry reflects on three prevalent forms of dysfunctional leadership (Old, 2007) that potentially affect the author's effectiveness as a leader: groupthink, aversive behavior and destructive narcissism. Proceeding from an overview of definitions, the discussion identifies aspects of these dysfunctional behaviors that are relevant to the author. This entry then considers appropriate corrective actions, including consideration of the relative effectiveness of a study partner's strategies, to improve deficiencies in the author's leadership behaviors. Definitive Overview of Dysfunctional Behaviors Groupthink, aversive leadership, and destructive narcissism represent predominant forms of dysfunctional leadership behaviors, each of which can seriously undermine the effectiveness of leader-member relationships and organizational performance behaviors (Harvey, Martinko, & Douglas, 2006, p. 748). These behaviors manifest from “the confluence of destructive leaders interacting with susceptible followers and supportive environments” (Thoroughgood, Hunter, & Sawyer, 2010, p.648), as well as a leader's personality traits and styles (Rosenthal & Pittinsky , 2006). . Effective leadership depends largely on understanding the meaning, causes and consequences of these behaviors. Groupthink Groupthink occurs when individual critical thinking and evaluation of alternatives are subordinated to the desire for group consensus in decision making (Janis, 2007). Symptoms of groupthink behaviors emerge when group members begin to view themselves as invulnerable and above moral standards, engage in selfish collections... middle of paper... incredible-for-inevitable-against /ar /prQuiz: Are you a narcissist? (n.d.). Retrieved from BeliefNet website, http://www.beliefnet.com/section/quiz/index.asp?sectionID=&surveyID=74 Narcissist?Rosenthal, S., & Pittinsky, T. (2006). Narcissistic leadership. The Leadership Quarterly, 17(6), 617-633.Thompson, L. (2008). Teaming up: A guide for managers (3rd ed.). Upper Saddle River, NJ: Pearson Prentice Hall.Thoroughgood, C., Hunter, S., & Sawyer, K. (2011, June). Bad apples, bad barrels and broken followers? An empirical examination of contextual influences on follower perceptions of and reactions to aversive leadership. Journal of Business Ethics, 100(4), 647-672. doi:10.1007/s10551-010-0702-zVecchio, R. (ed.). (2007). Leadership: Understanding the dynamics of power and influence in organizations (2nd ed.). Notre Dame, IN: University of Notre Dame Press.