DEFORMED ORGANIZATIONAL CULTURE AND UNDESIRABLE PHENOMENA OF LEADERSHIP IN THE ARMED FORCES

Abstract

The undesirable phenomena of leadership are unacceptable practices in various forms, which occur in all organizations and at all levels. The common feature of such practices is that they have a destructive effect on the entire organization and its individuals. They appear and evolve, because organizations have not developed and established practices to detect and prevent them and thus indirectly tolerate them. Due to its conformist characteristics, a military organisation is inclined to believe that it educates, trains and develops good leaders. Consequently, it finds it difficult to develop self-criticism in this area. In formal military contexts, the existence of undesirable phenomena of leadership are hard to acknowledge. The fact is, however, that in military reality such phenomena are identified and have a destructive effect on military training, development and operation. It could even be possible to identify organizational hypocrisy, which is manifested through the contradiction between the desired and the actual practices, between the theory of desirable leaders and the identified practices of bad leadership. Key words Organizational culture, military organization, undesirable leadership, toxic leadership.