Abstract
Research on dark leadership concept has been developed over the years, offered several definitions of it in terms of outcomes and processes. A number of dark sides of leadership, for example, Machiavellians, Narcissists, Psychopaths and Hubris may also be accompanied and is associated with leadership positions which bring potential negative outcomes for follower, team, stakeholders, society and organisations. Accordingly, dark leadership reflects a part of leadership reality. However, literature in the field is still limited, particularly, a potential gap within the south context, particularly in Bangladesh. The study is intended to contextualise the recent perspective of dark leadership and consequence explored developing a sustainable approach to reduce the emergence of dark leadership within the context of public sector in Bangladesh. In consequence, the study developed a conceptual framework which led to the development of a theory for use in the research context. The conceptual model encourages practitioners to understand how a leader become dark leader, the contextual factors influences contexts and the processes to reduce the emergence of dark leadership, subsequently the consequences of it. A grounded theory applied to explore the research questions with sample of 42 participants from the public sectors. The study offered 5 consequences are creativity and innovation, reduce corruption, reduce cost, basic need satisfaction related to work, and followers’ behaviour change positively, thereby shaping a more holistic approach. This study made a significant theoretical and practical contribution.