The manipulation dilemma: leadership pitfalls in a post-pandemic workplace.
Saved in:
| Title: | The manipulation dilemma: leadership pitfalls in a post-pandemic workplace. |
|---|---|
| Authors: | Howe, David C.1 (AUTHOR), Chauhan, Rahul S.1 (AUTHOR) rchauhan@wtamu.edu, Nachmias, Stefanos2 (AUTHOR) |
| Source: | Human Resource Development International. Aug2025, Vol. 28 Issue 4, p605-616. 12p. |
| Subject Terms: | *Generation gap, *Corporate culture, Leadership, Job involvement, Workplace management, Shared leadership, Human resources departments |
| Abstract: | Through the lens of a global perspective, this article examines the concept of manipulative leadership within human resources development, highlighting the challenges posed by evolving leadership styles and generational differences in the post-pandemic workplace. While leadership is traditionally viewed as a means of influencing collaboration towards shared goals, manipulative practices shift the dynamics, often undermining long-term motivation and organisational performance. Our article emphasises that effective leaders cultivate reciprocal relationships, while less effective leaders utilise manipulative tactics that are primarily self-beneficial in nature, which can have detrimental effects on workplace culture and employee engagement. We also examine the unique challenges that are associated with generational differences that exist in the modern workplace, and raises questions about how organisations can balance short-term pressures with the need to build sustainable, trust-based leadership models, especially in a world still grappling with the aftermath of COVID-19. We conclude with critical strategies for proactive steps that organisations can take in order to mitigate leadership practices that are detrimental. [ABSTRACT FROM AUTHOR] |
| Copyright of Human Resource Development International is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.) | |
| Database: | Education Research Complete |
|
Full text is not displayed to guests.
Login for full access.
|
|
| Abstract: | Through the lens of a global perspective, this article examines the concept of manipulative leadership within human resources development, highlighting the challenges posed by evolving leadership styles and generational differences in the post-pandemic workplace. While leadership is traditionally viewed as a means of influencing collaboration towards shared goals, manipulative practices shift the dynamics, often undermining long-term motivation and organisational performance. Our article emphasises that effective leaders cultivate reciprocal relationships, while less effective leaders utilise manipulative tactics that are primarily self-beneficial in nature, which can have detrimental effects on workplace culture and employee engagement. We also examine the unique challenges that are associated with generational differences that exist in the modern workplace, and raises questions about how organisations can balance short-term pressures with the need to build sustainable, trust-based leadership models, especially in a world still grappling with the aftermath of COVID-19. We conclude with critical strategies for proactive steps that organisations can take in order to mitigate leadership practices that are detrimental. [ABSTRACT FROM AUTHOR] |
|---|---|
| ISSN: | 13678868 |
| DOI: | 10.1080/13678868.2025.2480056 |
