Using Social Practice Wisdom (SPW) as a conceptual lens, we shed new light on destructive, selfish leadership and its negative effects. Our study highlights the negative effects on followers of leaders' selfishness, as well as lack of empathy and inauthenticity. Our work also sheds light on new cross-cultural leadership challenges in emerging economies like Indonesia. Analysis reveals deep tensions between Indonesian leaders' tendency to position themselves in self-serving discourses of feudalism and family, and what young, western educated Indonesian professionals now expect of leaders. Selfish leadership discourse and lack of leader wisdom jeopardize Indonesia's economic development. We argue that wise dialogical communication enhances wise leadership.
AshkanasyNM (2004) Leadership in the Asian century: Lessons from GLOBE. International Journal of Organisational Behaviour5(3): 150–163.
2.
AvolioBJBassBM (1995) Individual consideration viewed at multiple levels of analysis: A multi-level framework examining the diffusion of transformational leadership. Leadership Quarterly6(2): 199–218.
3.
AycanZ (2006) Paternalism: Towards conceptual refinement and operationalization. In: YangKSHuangKKKimU (eds) Scientific Advances in Indigenous Psychologies: Empirical, Philosophical, and Cultural Contributions, London: Sage, pp. 445–466.
4.
BargeJKLittleM (2002) Dialogical wisdom, communicative practice, and organizational life. Communication Theory12(4): 375–397.
5.
Bass BM (1998). Transformational Leadership: Industrial, Military, and Educational Impact. Mahwah, NJ: Lawrence Erlbaum Associates.
6.
BettigniesH-CKeung IpPBaiX (2011) Practical wisdom for management from the Chinese classical traditions. Journal of Management Development30(7/8): 623–628.
7.
BiesRJ (2005) Are procedural justice and interactional justice conceptually distinct? In: GreenbergJColquittJA (eds) Handbook of Organizational Justice, Mahwah, NJ: Lawrence Erlbaum Associates, pp. 85–112.
8.
BiesRJTrippTM (1996) Beyond distrust: ‘‘Getting even’’ and the need for revenge. In: KramerRMTylerTR (eds) Trust in Organizations, Thousand Oaks, CA: Sage, pp. 246–260.
9.
BirrenJESvenssonCM. (2005) Wisdom in history. In: SternbergRJJordanJ (eds) A Handbook of Wisdom: Psychological Perspectives, Cambridge: Cambridge University Press, pp. 3–31.
10.
BraunVClarkeV (2008) Using thematic analysis in psychology. Qualitative Research in Psychology3(2): 77–101.
11.
BryantM (2006) Talking about change: Understanding employee responses through qualitative research. Management Decision44(2): 246–258.
12.
CasePGoslingJ (2010) The spiritual organization: Critical reflections on the instrumentality of workplace spirituality. Journal of Management, Spirituality & Religion7(4): 257–282.
13.
CasePGoslingJ (2007) Wisdom of the moment: Pre-modern perspectives on organizational action. Social Epistemology21(2): 87–112.
14.
ChandraJS (2004) Notions of critical thinking in Javanese, Batak Toba and Minangkabau culture. In: SetiadiBNLonerWJSupratiknyaA (eds) Ongoing Themes in Psychology and Culture, Melbourne: International Association for Cross-Cultural Psychology.
15.
ChatterjeeAHambrickDC (2007) It's all about me: narcissistic chief executive officers and their effects on company strategy and performance. Administrative Science Quarterly52(3): 351–387.
16.
ChowdhuryAIslamITadjoeddinMZ (2009) Indonesia's employment challenges: Growth, structural change, and labour market rigidity. European Journal of East Asian Studies8(1): 31–59.
17.
Cooper JM (2012) Pursuits of Wisdom: Six Ways of Life in Ancient Philosophy from Socrates to Plotinus. Princeton: Princeton University Press.
18.
CunliffeAL (2002) Reflexive dialogical practice in management learning. Management Learning33(1): 35–61.
19.
CunliffeALJunJS (2005) The need for reflexivity in public administration. Administration & Society37(2): 225–242.
20.
De LuqueMFSSommerSM (2000) The impact of culture on feedback-seeking behavior: An integrated model and propositions. Academy of Management Review25(4): 829–849.
21.
DenckerJCJoshiAMartocchioJJ (2007) Employee benefits as context for intergenerational conflict. Human Resource Management Review17(2): 208–220.
22.
Department of Foreign Affairs Republic of Indonesia (1997) The promotion and protection of human rights in Indonesia. Available at: http://www.indonesianembassy.org.uk/human_right-2.htm (accessed 1 October 2013).
23.
DessGDShawJD (2001) Voluntary turnover, social capital, and organizational performance. Academy of Management Review26(3): 446–456.
24.
EinarsenSSchanke-AaslandMSkogstadA (2007) Destructive leadership behaviour: A definition and conceptual model. Leadership Quarterly18(3): 207–216.
25.
EisnerSP (2005) Managing generation Y. S.A.M. Advanced Management Journal70(4): 4–15.
FalkenburgKSchynsB (2007) Work satisfaction, organizational commitment and withdrawal behaviours. Management Research News30(10): 708–723.
28.
FarverJAMWimbartiS (1995) Indonesian children's play with their mothers and older siblings. Child Development66(5): 1493–1503.
29.
FlyvbjergB (2001) Making Social Science Matter, Cambridge: Cambridge University Press.
30.
FoucaultM (1972) The Archaeology of Knowledge (Sheridan AM, Trans.), London: Tavistock.
31.
FoucaultM (1978) Politics and the study of discourse. Ideology and Consciousness3: 7–26.
32.
FryLW (2003) Toward a theory of spiritual leadership. The Leadership Quarterly14(6): 693–727.
33.
GaniDS (2004) Leadership in Indonesia: A case for managing relationship within organizations. In: TjosvoldDLeungK (eds) Leading in High Growth Asia: Managing Relationship for Teamwork and Change, Singapore: World Scientific Publishing Co. Pte. Ltd.
34.
GelfandMJErezMAycanZ (2007) Cross-cultural organizational behavior. Annual Review of Psychology58: 479–514.
35.
GergenKJ (2001) Self, narration in social life. In: WetherallMTaylorSYatesSJ (eds) Discourse Theory and Practice: A Reader, London: Sage, pp. 247–260.
36.
HammerM (2002) The Getting and Keeping of Wisdom, Canada: Public Service Commission of Canada.
37.
HammersleyM (2010) Reproducing or constructing? Some questions about transcription in social research. Qualitative Research10(5): 553–569.
38.
HeracleousLT (2004) Interpretivist approaches to organizational discourse. In: GrantDHardyCOswickC (eds) The Sage Handbook of Organizational Discourse, London: Sage Publication, pp. 153–174.
39.
HeracleousLT (2006) A tale of three discourses: The dominant, the strategic and the marginalised. Journal of Management Studies43(5): 1059–1087.
40.
HofstedeG (1993) Cultural constraints in management theories. Academy of Management Executive7(1): 81–94.
41.
HoltSMarquesJWayD (2012) Bracing for the millennial workforce: Looking for ways to inspire Generation Y. Journal of Leadership, Accountability and Ethics9(6): 81–93.
42.
HopperJ (1993) The rhetoric of motives in divorce. Journal of Marriage and Family55(4): 801–813.
43.
IrawantoDW (2009) An analysis of national culture and leadership practices in Indonesia. Journal of Diversity Management4(2): 41–48.
44.
Irawanto DW (2011) Exploring paternalistic leadership and its application to the Indonesian context. PhD Thesis. Massey University, New Zealand.
45.
JepsonD (2009) Studying leadership at cross-country level: A critical analysis. Leadership5(1): 61–80.
46.
JepsonD (2010) The importance of national language as a level of discourse within individuals' theorising of leadership—A qualitative study of German and English employees. Leadership6(4): 425–445.
47.
JohnsG (2001) The psychology of lateness, absenteeism, and turnover. In: AndersonNOnesDSSinagilHP (eds) Handbook of Industrial, Work and Organizational Psychology, London: Sage Publications.
48.
JonesAM (2005) The anthropology of leadership: Culture and corporate leadership in the American South. Leadership1(3): 259–278.
49.
JonesAM (2006) Leading questions: Developing what? An anthropological look at the leadership development process across cultures. Leadership2(4): 481–498.
50.
Kamus Besar Bahasa Indonesia (2008) Badan Pengembangan dan Pembinaan Bahasa, Departemen Pendidikan Nasional Indonesia. Available at: http://kbbi.web.id (accessed 13 October 2014).
51.
Koentjaraningrat (1985) Javanese Culture, Singapore: Oxford University Press.
52.
LuthansFAvolioBJ (2003) Authentic leadership: A positive development approach. In: CameronKSDuttonJEQuinnRE (eds) Positive Organizational Scholarship: Foundations of a New Discipline, San Francisco: Berrett-Koehler, pp. 241–261.
53.
MadlockPELightseyCK (2010) The effects of supervisors' verbal aggressiveness and mentoring on their subordinates. Journal of Business Communication47(1): 42–62.
54.
McLeodRH (2006) Private sector lessons for public sector reform in Indonesia. Agenda13(3): 275–288.
55.
MorrellKMLoan-ClarkeJWilkinsonAJ (2004) Organisational change and employee turnover. Personnel Review33(2): 161–173.
56.
MulderN (1994) The ideology of Javanese-Indonesian leadership. In: AntlovHCederrothS (eds) Leadership on Java: Gentle Hints, Authoritarian Rule, Surrey: Curzon Press.
57.
NakaneI (2006) Silence and politeness in intercultural communication in university seminars. Journal of Pragmatics38(11): 1811–1835.
58.
OECD (2008) Improving Labour Outcome, Paris: Organisation for Economic Cooperation and Development.
59.
Okimoto T (2006) Outcomes as affirmation of membership value: Material compensation for procedural injustice. PhD Thesis, New York University.
60.
OkimotoT (2009) The moderating and mediating role of group identification in observers' reactions to intragroup disrespect. European Journal of Social Psychology39(1): 69–81.
61.
O'LearyZ (2010) The Essential Guide to Doing Your Research Project, London: Sage.
62.
PadillaAHoganRKaiserRB (2007) The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. Leadership Quarterly18(3): 176–194.
63.
PalrechaRSpanglerWDYammarinoFJ (2012) A comparative study of three leadership approaches in India. The Leadership Quarterly23(1): 146–162.
64.
ParameshwarS (2005) Spiritual leadership through ego-transcendence: Exceptional responses to challenging circumstances. Leadership Quarterly16(5): 689–722.
65.
PekertiAASendjayaS (2010) Exploring servant leadership across cultures: Comparative study in Australia and Indonesia. The International Journal of Human Resource Management21(5): 754–780.
66.
PellegriniEKScanduraTA (2008) Paternalistic leadership: A review and agenda for future research. Journal of Management34(3): 566–593.
67.
PreenenPTYDe PaterIEVan VianenAEM (2011) Managing voluntary turnover through challenging assignments. Group & Organization Management36(3): 308–344.
68.
RamlallSJ (2008) Enhancing employee performance through positive organizational behaviour. Journal of Applied Social Psychology38(6): 1580–1600.
69.
RooneyDMcKennaBLieschP (2010) Wisdom and Management in the Knowledge Economy, London: Routledge.
70.
SchynsBSchillingJ (2013) How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. Leadership Quarterly24(1): 138–158.
71.
SendjayaSPekertiAA (2010) Servant leadership as antecedent of trust in organizations. Leadership and Organization Development Journal31(7): 643–663.
72.
SimanjuntakA (2010) Prinsip-prinsip manajemen bisnis keluarga (family business) dikaitkan dengan kedudukan mandiri Perseroan Terbatas (PT). Jurnal Manajemen dan Kewirausahaan12(2): 113–120.
73.
SingerDHunterM (1999) The experience of premature menopause: A thematic discourse analysis. Journal of Reproductive and Infant Psychology17(1): 63–81.
74.
SinhaJBP (1995) The Cultural Context of Leadership and Power, New Delhi: Sage.
75.
SmithB (2011) Who shall lead us? How cultural values and ethical ideologies guide young marketers' evaluations of the transformational manager-leader. Journal of Business Ethics100(4): 633–645.
76.
SpectorB (2014) Flawed from the “Get-Go”': Lee Iacocca and the origins of transformational leadership. Leadership10(1): DOI: 10.1177/1742715013514881.
77.
Sukarna (2006) Kepemimpinan dalam administrasi negara: Pemerintahan teori A-Z, Mandar Maju: Bandung.
78.
SupriatinYM (2007) Kesantunan berbahasa dalam mengungkapkan perintah. Linguistik Indonesia25(2): 54–62.
79.
TabalujanBS (2002) Family capitalism and corporate governance of family controlled listed companies in Indonesia. UNSW Law Journal25(2): 486–514.
80.
Tambunan DB (2008) The professional phenomena of family business. Paper presented at the ISB Asian Invitational Conference on Family Business, Indian School of Business, Gachibowli.
ThomasDCPekertiAA (2003) Effect of culture on situational determinants of exchange behaviour in organizations. Journal of Cross-Cultural Psychology34(3): 269–281.
83.
TiksonDT (2008) Indonesia towards decentralization and democracy. In: SaitoF (ed.) Foundations for Local Governance: Decentralization in Comparative Perspective, Heidelberg: Physica-Verlag, pp. 25–46.
84.
Ting-ToomeySChungLC (2005) Understanding Intercultural Communication, Los Angeles: Roxbury Publishing Co.
85.
TornquistO (2007) Labour and democracy? Reflections on the Indonesian impasse. Journal of Contemporary Asia34(3): 377–399.
86.
TourishDPinningtonAH (2002) Transformational leadership, corporate cultism and the spirituality paradigm: An unholy trinity in the workplace?Human Relations55(2): 147–172.
87.
TourishDVatchaN (2005) Charismatic leadership and corporate cultism at Enron: The elimination of dissent, the promotion of conformity and organizational collapse. Leadership1(4): 455–480.
88.
Transparency International (2010) Corruption Perceptions Index, Berlin: Transparency International.
89.
TurnbullS (2002) Social construction research and theory building. Advances in Developing Human Resources4(7): 317–334.
90.
TurnerD (2009) Human capability in the context of Indonesian leadership: Reflections from the wisdom of Ki Hajar Dewantara, Jakarta: Quintave.
91.
TylerTRBladerS (2000) Cooperation in Groups: Procedural Justice, Social Identity and Behavioral Engagement, Philadelphia, PA: Psychology Press.
92.
TylerTRBladerSL (2003) The group engagement model: Procedural justice, social identity, and cooperative behavior. Personality and Social Psychology Review7(4): 349–361.
93.
UcokO (2006) Transparency, communication, and mindfulness. Journal of Management Development25(10): 1024–1028.
94.
Uhl-BienMGraenGB (1998) Individual self-management: analysis of professionals' self-managing activities in functional and cross-functional work teams. Academy of Management Journal41(3): 340–350.
