Uncoupling from B.A.D. Leaders (Blindly Ascendant Dominators)
"How did they get their job?" It's the uneasy question whispered in nonprofits when leaders seem mysteriously unqualified. While most leaders are dedicated and capable, there are exceptions—the B.A.D. Leaders. These Blindly Ascendant Dominators (B.A.D.) don't rise through skillful leadership. Instead, they ascend through social privilege, manipulation, or sheer force. Their presence can be toxic, but understanding their behaviors is key to dismantling their influence.
Blind Leaders: The Illusion of Competence
In nonprofit organizations, leadership roles often pass through personal connections or family ties. Leaders who attain their positions through such social advantages frequently fail to recognize the true factors behind their rise, becoming disconnected from the organization's mission. This disconnect leads to decisions that prioritize personal gain over organizational objectives.
Chris Argyris, in "Teaching Smart People How to Learn," highlights how leaders with unchecked privilege struggle to learn from mistakes. Those in top positions may lack the skill of learning because they've rarely had to question their competence. Their confidence and sense of entitlement make it difficult for others to hold them accountable, creating an environment where employees hesitate to provide feedback, anticipating it will be disregarded.
Tip to Decouple from Blind Leaders: Make feedback part of the culture. Implement transparent, mission-driven reviews with input from everyone—board, staff, and even the B.A.D. Leaders. This forces leaders to face what they've been missing and creates a space where accountability is no longer optional.
Ascendant Leaders: Wolves in Sheep's Clothing
Ascendant B.A.D. Leaders are master manipulators. They thrive in nonprofits built on trust and collaboration, exploiting expectations of honesty to advance their careers. Research on "Dark Personalities: Political Skill and Career Success" describes how individuals with high political skills use social astuteness to manipulate environments to their advantage. These leaders work the system, forming strategic alliances and telling stakeholders exactly what they want to hear. Their rise stems not from competence but from deception.
In the nonprofit sector, where trust is essential, Ascendant leaders exploit good faith. They create an illusion of integrity while using charm to avoid accountability, advancing their interests rather than the organization's mission.
Tip to Decouple from Ascendant Leaders: Shine a light on every decision. Implement clear, documented pathways for leadership and ensure actions across the organization are visible. When manipulation can't hide in shadows, those who work the system find no system left to work.
Dominant Leaders: Bossy, but Afraid
Dominant B.A.D. Leaders rule by force, silencing opposition through aggression. Often brash and caustic, they create an atmosphere of fear. However, behind this aggression often lies imposter syndrome. Emily Reit and Deborah Gruenfeld explain in their research that people often defer to dominant leaders simply because no one challenges them. This creates a dangerous cycle where aggression is mistaken for legitimacy.
These leaders may hide their insecurities by doubling down on control. Afraid of showing weakness, they use intimidation to reinforce their dominance. In nonprofits, where collaboration is critical, this creates a culture of fear that stifles dissent and innovation.
Tip to Decouple from Dominant Leaders: Build a culture where feedback is a responsibility, not a risk. When everyone knows they can speak up and challenge authority, fear loses its grip, and the dominance these leaders rely on crumbles.
Conclusion: Protecting the Mission from B.A.D. Leadership
Understanding the traits of B.A.D. Leaders—whether Blind, Ascendant, or Dominant—is the first step in unraveling their influence. Decoupling requires intentional strategies focused on accountability, transparency, and fostering honest feedback. As Argyris emphasizes, leaders must create a culture that values continuous learning, especially in nonprofits where trust and integrity are essential. The question remains: Are we ready to hold our leaders—and ourselves—to the standards we claim? The answer lies in our commitment to the mission and the values that guide it.
Bibliography
Argyris, Chris. Teaching Smart People How to Learn. Boston: Harvard Business Review Press, 1991.
Gladwell, Malcolm. Outliers: The Story of Success. New York: Little, Brown and Company, 2008.
Reit, Emily, and Deborah Gruenfeld. "Considering the Role of Second-Order Respect in Individuals' Deference to Dominant Actors." Journal of Experimental Social Psychology 101 (July 2022): 104326.
Templer, Klaus J. Dark Personalities: Political Skill and Career Success. New York: Oxford University Press, 2018.
