Dissent and the Failure of Leadership

Dissent and the Failure of Leadership

New Horizons in Leadership Studies series

Edited by Stephen P. Banks

A timely discussion of dissent as a critical factor that differentiates leadership failures and successes. This book explores the vital but largely unrecognized connections between leadership and dissent. From interdisciplinary perspectives the author demonstrates dissent as a critical factor that differentiates leadership failures and successes and examines how dissent is implicated in problems plaguing theory development in leadership studies. By way of conclusion new proposals for legitimating dissent as a unique instrument for advancing social development and avoiding failures of leadership are presented.

Chapter 3: Dissent in Times of Crisis

Jean Lipman-Blumen

Subjects: politics and public policy, leadership


Jean Lipman-Blumen What I want is men who will support me when I am in the wrong.1 (William Lamb Melbourne, British Prime Minister, 1834, 1835–41) INTRODUCTION Like Prime Minister Melbourne, few leaders welcome dissent. While stifling dissent is an unabashed hallmark of authoritarian regimes, it occurs in democratic systems as well, despite their avowed openness to debate. When crises occur, dissent is appreciated even less. Crises shake the ground beneath incumbent leaders. They also give rise to authoritarianism and secrecy. Consequently, crises create hothouse conditions for squelching dissenters and their messages, despite the potential importance of their warnings. More surprisingly, leaders are not the only ones who cold-shoulder dissenters during crises. In fact, leaders’ rejection of dissent frequently infects many of their loyal followers, too. As a result, followers often mimic the hue and cry of their leaders, who routinely subject dissenters and their frustrated brethren, whistleblowers, to professional and personal ostracism or worse (Alford, 2001). They rarely recognize how dissent provides the potential antidote to ‘groupthink’, that well-documented undertow in which policymakers can be swept away during crises (Janis, 1972). What leaders, particularly toxic leaders, have to gain by silencing dissenters is quite apparent, even to the casual observer. What followers derive from endorsing the suffocation of dissent, however, is far less obvious and more intriguing. That is particularly the case when the followers’ own personal freedoms, even those constitutionally guaranteed, may be in serious jeopardy. The purpose of this chapter is four-fold: first, to explore...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information