The Business Renaissance Quarterly: Enhancing the Quality of Life at Work 35 The Dark Side of Leadership: Measurement, Assessment, and Intervention Jim McCleskey, North American University Abstract This manuscript addresses derailment, narcissism, and Machi- avellianism individually, discusses the assessment of dark leadership, and describes various strategies intended to ad- dress dark leadership in organizational settings. Kellerman (2004) suggested that despite decades of unconditional posi- tive regard toward leaders and leadership, “flawed leaders are everywhere” (p. 41), and in many cases, bad or unworthy individuals hold leadership positions successfully. The multi- faceted study of these leaders and their behavior is dark leadership. Dark leadership encompasses the concepts of de- railment, narcissism, and Machiavellianism. The research conducted over the past five years, along with a hand full of seminal sources presented here, describe the empirical work on dark leadership within these three facets. The Dark Side of Leadership: Measurement, Assess- ment, and Intervention Boddy, Ladyshewski, and Galvin (2010) stated, “Leadership tends to be written about as if it were al- ways positive, ethical, and good” (p. 125). However, Kellerman (2004) suggested that despite decades of un- conditional positive regard toward leaders and leader- ship, “flawed leaders are everywhere” (p. 41), and in many cases, bad or unworthy individuals hold leadership positions successfully. The multifaceted study of these leaders and their behavior is dark leadership. Dark leadership encompasses the concepts of derailment (Burke, 2006; Hogan & Hogan, 2001; 2002), narcissism