The Dark Echoes of Power: Examining the Long-Term Organizational Impact of Narcissistic and Unethical Leadership in Post-Crisis Recovery Phases

Purpose: This study investigates the long-term organizational consequences of narcissistic and unethical leadership during post-crisis recovery phases. It seeks to understand how such leadership behaviours impact employee trust, ethical climate, whistleblowing, and cultural regeneration. Design/Methodology/Approach: The research employed a qualitative, multiple case study design informed by critical realism. Data were collected from 18 semi-structured interviews and document analysis across four organizations that had experienced leadership-related ethical crises. Thematic analysis was used to identify cross-case patterns and latent cultural mechanisms influencing ethical recovery. Findings: Five major themes emerged: (1) sustained loss of employee trust, (2) normalization of unethical behaviour, (3) delays in ethical rebuilding, (4) ongoing whistleblower suppression, and (5) uneven implementation of ethical climate renewal initiatives. The findings reveal that post-crisis ethical recovery is often hindered by residual cultural legacies and that symbolic leadership actions alone are insufficient for rebuilding trust and integrity. Originality/Value: This study extends ethical leadership theory by highlighting the persistent cultural impacts of unethical leadership beyond individual tenure. It contributes a novel application of critical realism to uncover the deep structures inhibiting ethical renewal and offers practical recommendations for leadership transitions and ethical rehabilitation. The research provides valuable insights for scholars, practitioners, and governance bodies addressing the ethical aftermath of organizational crises.