The “New” Longing for Dark Leadership
Karsten Drath and Uwe Achterholt (Germany)
In times of uncertainty, authoritarian promises often appear more attractive than participative and reflective leadership. As a result, radical dominance and submission are regaining appeal—both in society and in organisations—with serious consequences for businesses, politics, and democracy. This article draws on several developmental models to show that countering dark leadership requires changing the underlying conditions. This is where organisational coaching can play a decisive role.
In times of uncertainty, authoritarian promises often appear more attractive than participative and reflective leadership. As a result, radical dominance and submission are regaining appeal—both in society and in organisations—with serious consequences for businesses, politics, and democracy.
The tendency toward dark leadership is visible in politics as well as in organisations—only its manifestations differ.
This article draws on several developmental models to show that countering dark leadership requires changing the underlying conditions. This is where organisational coaching can play a decisive role.
A Shift in the Global Context
Until about fifteen years ago, the world seemed to be moving toward greater stability. The number of war-related deaths declined, international conflicts decreased, and many observers spoke of a “long peace” following World War II. Political scientists such as Steven Pinker interpreted this as evidence of humanity’s “better angels,” suggesting a long-term decline in violence.
Since around 2010, however, this trend has reversed. The Global Peace Index documents a steady deterioration in global peacefulness (Institute for Economics & Peace, 2023). Political instability, new wars, terrorism, polarisation, and rising violence have eroded the sense of security.
A paradox emerges: while democratic systems emphasise cooperation and dialogue, there is a growing longing for strong, often authoritarian leadership.
The Dark Triad
This is particularly striking given that knowledge about “good leadership” has never been more comprehensive. Appreciation, participation, purpose, and trust are widely recognised as key success factors.
At the same time, figures who embody the opposite are gaining traction. Leaders such as Donald Trump, Vladimir Putin, Elon Musk, or Viktor Orbán often display traits associated with the “dark triad” (Paulhus & Williams, 2002; adapted in coaching contexts by Broekman, 2022):
- Narcissism: exaggerated self-importance and grandiosity
- Machiavellianism: manipulative strategies to secure power
- Psychopathy: lack of empathy and emotional coldness
This is not about clinical diagnoses, but about behavioural patterns. The paradox lies in the fact that these traits violate values like empathy and cooperation—yet are perceived as strength and decisiveness.
The Toxic Triangle
Dark leadership does not emerge in isolation. The “toxic triangle” model (Padilla, Hogan & Kaiser, 2007) shows that three elements must converge:
- Destructive leaders
- Susceptible followers
- Conducive environments
Fear, overload, and uncertainty create fertile ground for such dynamics.
Fear as a Collective Driver
Anxiety disorders are now among the most common mental health conditions worldwide. According to the World Health Organization (2022), nearly 5% of the global adult population was affected in 2019, with higher rates in Europe.
This anxiety manifests in multiple forms: fear of economic decline, geopolitical instability, pandemics, technological disruption, and climate change. The COVID-19 pandemic exposed the vulnerability of modern societies, amplifying existing insecurities.
Historically, collective fear has often preceded authoritarian movements. Psychologically, this is understandable: authoritarian leadership reduces complexity, offers simple narratives, and creates the illusion of control. The price, however, is high—societies lose their ability to cope with uncertainty.
Source: iCN Issue 54 (Coaching Practice &Innovation); page 60
About the Authors
Karsten Drath is a Managing Partner at Leadership Choices, an international organisational coaching firm. After holding global leadership roles, he transitioned into coaching following training in psychotherapy. Today, he supports leaders and organisations in complex transformation processes. He is the author of several books on resilience, leadership, and organisational development, teaches at institutions such as WHU – Otto Beisheim School of Management and the Hasso Plattner Institute, and is co-founder of the Cosmikk Foundation.
Uwe Achterholt is a Managing Partner at Leadership Choices and represents the entrepreneurial and operational core of the firm. With a background in industrial engineering and sociology, and leadership experience at Siemens, KPMG, and Accenture, he brings a strong systems perspective combined with pragmatic execution. He played a key role in transforming Leadership Choices into a globally operating organisational coaching firm and co-founded the Cosmikk Foundation together with Karsten Drath.
