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Dysfunctional Executives: ‘Jumpers’ Practicing Covertly Concealing Managerial Ignorance and Immoral Careerism.

Reuven Shapira

Scholars who found trust to be the most important moderator of transformational leaders’ effects did not allude to trust spiral creation. Others found that managers’ vulnerable involvement in subordinates’ problem-solving generated trust, shaped high-trust innovation-prone local cultures and led to successful organizational change as change leaders were grasped as high-moral trustworthy. These findings suggest that the common ‘jumping’ careers tend to nurture immoral executives. Albeit, immoral mismanagement was infrequent among mid-levellers, only a minority of some 25% opted for CCMI; the majority opted for contrary high-moral trust, creating ignorance-exposing vulnerable involvement in their jurisdictions but many of them remained detached and ignorant of ginning. This article deals with the managerial immorality and has become a major topic of organizational research but this is not true of careerism, hence few remedies were offered for Im-C.