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Journal articles on the topic 'Destructive leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

ATAN, Tarık. "Destructive Leadership: From Retrospective to Prospective Inquiry (Antecedents of Destructive Leadership)." Archives of Business Research 2, no. 6 (December 25, 2014): 48–62. http://dx.doi.org/10.14738/abr.26.757.

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Krasikova, Dina V., Stephen G. Green, and James M. LeBreton. "Destructive Leadership." Journal of Management 39, no. 5 (January 25, 2013): 1308–38. http://dx.doi.org/10.1177/0149206312471388.

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3

Erickson, Anthony, Ben Shaw, Jane Murray, and Sara Branch. "Destructive leadership." Organizational Dynamics 44, no. 4 (October 2015): 266–72. http://dx.doi.org/10.1016/j.orgdyn.2015.09.003.

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Pakpahan, Gernaida Krisna R., and Frans Pantan. "Destructive Leadership in State and Religion: An Exegetical Study of Hosea 7:1-16." Old Testament Essays 35, no. 2 (January 5, 2022): 1–19. http://dx.doi.org/10.17159/2312-3621/2022/v35n2a11.

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Leadership has always been an unresolved problem across time or space. Balancing destructive leadership practices is essential especially in the context of religion and the state. Changes in models occur to answer the need for effective and relevant leaders. Various models of leadership are attested including servant leadership, transactional leadership, supportive leadership, laissez-faire leadership, transformational leadership and other positive leadership. The importance of a positive model in bringing full awareness to leaders in carrying out the leadership mandate is emphasised in this essay. The study focuses on the definition of destructive leadership and destructive leadership models practised by Israelite leaders during the ministry of Prophet Hosea in the eighth century B.C.E based on the text of Hosea 7:1-16. A destructive leader is described as one who negatively influences his followers. The negative influence may lead to the destruction of the organisation he/she leads. The destructive leadership model found in Hosea 7:116 is not integrity-oriented but power-oriented and individual-oriented. Three factors characterise it-the leader, the followers and the environment.

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May, Daniel, Jenny S. Wesche, Kathrin Heinitz, and Rudolf Kerschreiter. "Coping With Destructive Leadership." Zeitschrift für Psychologie 222, no. 4 (October 2014): 203–13. http://dx.doi.org/10.1027/2151-2604/a000187.

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The emerging literature on destructive leadership has been mostly leader centric, often reducing followers to passive subordinates. In line with recent follower-focused approaches to leadership, this theoretical contribution aims at shedding light on the interaction process between leaders and followers and on the active part followers can play in triggering as well as curbing destructive leader behavior. Specifically, we analyze in what ways followers can cope with destructive leadership and how the confrontativeness of the chosen coping strategy in turn affects leaders’ perceptions and resultant behaviors. The proposed interaction model – where subordinate coping is both consequence and antecedent of destructive leadership – offers testable propositions for future research and opens up new avenues for understanding and handling destructive leadership.

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Mullen, Jane, John Fiset, and Ann Rhéaume. "Destructive forms of leadership." Leadership & Organization Development Journal 39, no. 8 (November 5, 2018): 946–61. http://dx.doi.org/10.1108/lodj-06-2018-0203.

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Purpose The purpose of this paper is to examine the relationship between abusive supervision and employee health and safety outcomes in Study 1 and to examine the effect of inconsistent leadership, operationalized as the interaction between transformational leadership and supervisor incivility, on employee safety participation in Study 2. Design/methodology/approach In Study 1, survey data were gathered from n=145 healthcare workers. In Study 2, survey data were gathered from n=177 nurses. Findings A partially mediated structural model was estimated in Study 1 and the results show that the model provided a good fit to the data χ2 (1)=1.27, p=0.23. Abusive supervision predicted safety climate (β=−0.41, p<0.01) and psychological health (β=−0.27, p<0.01). Safety climate, in turn, predicted psychological health (β= 0.40, p<0.01) and safety participation (β= 0.37, p<0.01). Study 2: moderated regression analysis showed that inconsistent leadership significantly predicted employee safety participation, F(5,144)=4.46, p<0.01. Originality/value Theoretical and practical implications for creating psychologically healthy workplaces through interventions aimed at improving leader effectiveness are discussed.

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7

Tierney, Pamela. "The Leadership Quarterly Special Issue on Destructive Leadership." Leadership Quarterly 16, no. 2 (April 2005): 313–14. http://dx.doi.org/10.1016/j.leaqua.2005.01.011.

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Schilling, Jan, and Birgit Schyns. "“Destructive Leadership – Antecedents and Consequences”." Zeitschrift für Psychologie 221, no. 3 (January 2013): 201. http://dx.doi.org/10.1027/2151-2604/a000147.

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Fors Brandebo, Maria. "Destructive leadership in crisis management." Leadership & Organization Development Journal 41, no. 4 (May 10, 2020): 567–80. http://dx.doi.org/10.1108/lodj-02-2019-0089.

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PurposeThe purpose of this paper is to contribute to increased knowledge of destructive leadership in crisis management. The specific research questions are: (1) What types of destructive leadership behaviours can be identified in leaders in crisis management? and (2) Why are these behaviours considered destructive in this context?Design/methodology/approachAbout 21 informants involved in crisis management at regional, local and operational levels in Sweden were interviewed. They were selected since they had recently been involved in severe accidents and/or crises (e.g. terror attacks, forest fires). A grounded theory analysis of interview data yielded two core variables: destructive leadership behaviours, and appraisal: interpretation of leader behaviour.FindingsThe study identified seven different destructive leadership behaviours: four task-related and three relationship-related. Task-related behaviours primarily led to negative consequences for the task/crisis. Relationship-related behaviours have negative consequences for subordinates' job satisfaction, well-being and/or sense of meaningfulness. The paper relates the identified behaviours to existing leadership ideals within crisis management and discusses behaviours that appear to be unique for the crisis management context.Practical implicationsThe paper highlights the fact that great crisis managers are not always good at managing relationships, which may have negative implications for crisis management in the long term.Originality/valueDestructive leadership is a research field that is rapidly expanding. However, there is a lack of knowledge concerning the nature of destructive leadership behaviours and what makes an individual appraise a leader as destructive in crisis management.

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Tierney*, Pamela, and Bennett J. Tepper. "Introduction to The Leadership Quarterly special issue: Destructive leadership." Leadership Quarterly 18, no. 3 (June 2007): 171–73. http://dx.doi.org/10.1016/j.leaqua.2007.03.003.

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Jones, Daniel Nelson, and Peter Hom. "Destructive Leadership and Dark Personality Subordinates." Academy of Management Proceedings 2021, no. 1 (August 2021): 15865. http://dx.doi.org/10.5465/ambpp.2021.15865abstract.

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Kets de Vries, Manfred F. R., Jennifer C. Sexton, and B. Parker Ellen. "Destructive and Transformational Leadership in Africa." Africa Journal of Management 2, no. 2 (June 16, 2016): 166–87. http://dx.doi.org/10.1080/23322373.2016.1175267.

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Hou, Xuanfang. "Multilevel Influence of Destructive Leadership On Millennial Generation Employees' Innovative Behavior." Social Behavior and Personality: an international journal 45, no. 7 (August 6, 2017): 1113–26. http://dx.doi.org/10.2224/sbp.6117.

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I applied affective events theory to explore the multilevel influence of destructive leadership on the innovative behavior of millennial generation employees. Participants were 223 employees from 32 work groups at 3 companies in mainland China. Results showed that both actual group destructive leadership and destructive leadership as perceived by the millennial employees, had a negative influence on innovative behavior via the mediation of employees' individual affective responses. In addition, the multilevel negative influence of actual group destructive leadership on the millennial employees' innovative behavior was mediated by group affective tone. In this study, I revealed the multilevel value of affective events in the relationship between destructive leadership and millennial employees' innovative behavior, and offered insight into how to control the negative effects of destructive leaders and inspire innovative behavior in millennial employees.

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Sparks, George, Patricia Wolf, and Andryce M. Zurick. "Destructive Leadership: The Hatfield And Mccoy Feud." American Journal of Business Education (AJBE) 8, no. 4 (October 1, 2015): 307–26. http://dx.doi.org/10.19030/ajbe.v8i4.9424.

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This paper explores the phenomenon of destructive leadership using the historical case study of the feud between the Hatfields and McCoys. The characteristics of destructive leadership as well as the consequences of this leadership style are reviewed, examined and analyzed. Utilizing a case from history to shine light on a contemporary problem, this paper will provide insight into identifying the characteristics of destructive leadership and raise awareness for future research into this important topic.

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Alexander, Katherine Crawford, Jack Emery Carson, and Jeremy Mackey. "Destructive Leadership, Ineffective Leadership, and Interpersonal Mistreatment Constructs: A Review." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 17761. http://dx.doi.org/10.5465/ambpp.2019.17761abstract.

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Sutrisno, Timotius F. C. W., Teofilus Teofilus, Diana Silaswara, and Nanduta Sito Rusmi. "Leader-Member Exchange Paradigm in RSUD Dr. Saiful Anwar Malang." Jurnal Manajemen Bisnis 12, no. 1 (January 12, 2021): 19–29. http://dx.doi.org/10.18196/mabis.v12i1.9041.

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Research aims: The study was conducted to discuss the phenomenon of destructive leadership, cynicism, and employee performance that occurred at Dr. Saiful Anwar Malang Hospital. The purpose of this study is to look at the effect of destructive leadership on employee performance, the effect of cynicism on employee performance, and the moderation effect of cynicism on destructive leadership and employee performance at Dr. Saiful Anwar Malang Hospital.Design/Methodology/Approach: This study employed a partial least square (PLS) multivariate statistical technique. Sampling used a saturated sampling method, and the respondents were all employees of the Finance Department from 50 hospitals. The Likert scale was utilized as a measurement tool for the questionnaire.Research findings: This study's results indicated that the destructive leadership variable positively and significantly influenced the employee performance variable. Based on the questionnaire results, it was known that Dr. Saiful Anwar Malang Hospital’s employee performance had a positive nature in responding to the existence of destructive leadership so that performance was maintained.Theoretical contribution/Originality: Companies can develop strategies to anticipate destructive leadership and weaken cynicism because both attitudes can impact employee performance.Practitioner/Policy implication: This research is expected to provide insight into leaders’ and employees' behavior regarding the phenomenon of destructive leadership and cynicism to improve employee performance because companies with a positive culture can undoubtedly make employees comfortable so that they will do work optimally.Research limitation/Implication: This research’s implication shows that the employees’ behavior in Dr. Saiful Anwar Malang Hospital was very good because employees could show positive attitudes even with pressures, such as destructive leadership and cynicism.

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He, Can, Jie Xiong, Yue Zhang, Haiyuan Dou, and Jiahui Du. "Destructive Leadership and Turnover Intention among Chinese Rural Kindergarten Teachers: The Mediation of Ego Depletion and the Moderation of Kindergarten Affiliation." International Journal of Environmental Research and Public Health 20, no. 3 (January 22, 2023): 2030. http://dx.doi.org/10.3390/ijerph20032030.

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One of the main challenges to the growth of early childhood education in rural China is the high teacher turnover rates. This study investigated the association between destructive leadership and turnover intention, as well as the mediating function of ego depletion and the moderating role of kindergarten affiliation, based on social exchange theory and ego depletion theory. A total of 409 Chinese rural kindergarten teachers were selected to complete a questionnaire on destructive leadership, ego depletion, and turnover intention. The results revealed that destructive leadership, ego depletion, and turnover intention were positively correlated. After controlling for age, destructive leadership was a positive predictor of turnover intention. The mediation model test revealed that ego depletion acted as a mediator between destructive leadership and turnover intention. Moreover, kindergarten affiliation mitigated the impact of destructive leadership on ego depletion. This effect is more pronounced in public kindergarten teachers compared to private kindergarten teachers. This study adds to our knowledge of the contributing factors and functioning mechanisms underlining turnover intentions among rural kindergarten teachers. It also provides new perspectives for policymakers and administrators to address rural kindergarten teacher attrition.

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Fors Brandebo, Maria, Johan Österberg, and Anna Karin Berglund. "The Impact of Constructive and Destructive Leadership on Soldier’s Job Satisfaction." Psychological Reports 122, no. 3 (April 26, 2018): 1068–86. http://dx.doi.org/10.1177/0033294118771542.

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The aim of this study was to investigate whether constructive or destructive leadership behaviors are the best predictors of soldiers’ experienced meaningfulness of work and general job satisfaction. Data were collected among 300 employed soldiers using a questionnaire. The questionnaire contained questions about the immediate leader’s constructive and destructive leadership, meaningfulness of work and general job satisfaction. The results show that the constructive leadership factor inspiration and motivation was the best predictor of both experienced meaningfulness of work and general job satisfaction. None of the destructive leadership factors gave a significant contribution to the models although both the passive and active forms of destructive leadership showed a weak to moderate significant, negative correlation with experienced meaningfulness of work and general job satisfaction.

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Skogstad, Anders, Merethe Schanke Aasland, Morten Birkeland Nielsen, Jørn Hetland, Stig Berge Matthiesen, and Ståle Einarsen. "The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction." Zeitschrift für Psychologie 222, no. 4 (October 2014): 221–32. http://dx.doi.org/10.1027/2151-2604/a000189.

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Knowledge on short and long-term effects of perceived leadership behaviors on subordinates’ job satisfaction, and particularly so regarding the relative influences of constructive and destructive forms of leadership, is scarce. Based on two prospective and representative surveys, with time lags of 6 months (Study 1) and 2 years (Study 2), respectively, we investigated the relative influence of constructive, laissez-faire, and tyrannical leadership behaviors, respectively, on followers job satisfaction. Interestingly, destructive forms of leadership were the sole significant predictors in both studies. Tyrannical leadership predicted a decrease in subordinate job satisfaction over a 6-month period, while laissez-faire leadership turned out as the sole predictor of job satisfaction over a 2-year time lag. A reversed relationship was found between job satisfaction and subsequent perceived constructive leadership over the 6-month lag. Dissatisfied subordinates did not, however, report increased exposure to destructive forms of leadership, disconfirming the gloomy perception mechanism of dissatisfied and stressed subordinates to perceive their leaders in an ever more negative way. Hence, destructive forms of leadership seem to be better predictors of job satisfaction than are constructive forms of leadership which is in line with the notion that “bad is stronger than good.”

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Lundmark, Robert, Karina Nielsen, Henna Hasson, Ulrica von Thiele Schwarz, and Susanne Tafvelin. "No leader is an island: contextual antecedents to line managers' constructive and destructive leadership during an organizational intervention." International Journal of Workplace Health Management 13, no. 2 (April 6, 2020): 173–88. http://dx.doi.org/10.1108/ijwhm-05-2019-0065.

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PurposeLine managers can make or break organizational interventions, yet little is known about what makes them turn in either direction. As leadership does not occur in a vacuum, it has been suggested that the organizational context plays an important role. Building on the intervention and leadership literature, we examine if span of control and employee readiness for change are related to line managers' leadership during an organizational intervention.Design/methodology/approachLeadership is studied in terms of intervention-specific constructive, as well as passive and active forms of destructive, leadership behaviors. As a sample, we use employees (N = 172) from 37 groups working at a process industry plant. Multilevel analyses over two time points, with both survey and organizational register data were used to analyze the data.FindingsThe results revealed that span of control was negatively related to constructive leadership and positively related to passive destructive leadership during the intervention. Employee readiness for change was positively related to constructive leadership, and negatively related to both passive and active destructive leadership.Practical implicationsOur findings suggest that contextual factors need to be assessed and considered if we want line managers to engage in constructive rather than destructive leadership during interventions.Originality/valueThe present study is the first to address line managers' making or breaking of organizational interventions by examining the influence of context on both their destructive and constructive leadership.

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Wu, Mengying, Zhenglong Peng, and Christophe Estay. "How destructive leadership influences compulsory organizational citizenship behavior." Chinese Management Studies 12, no. 2 (June 4, 2018): 453–68. http://dx.doi.org/10.1108/cms-10-2017-0298.

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Purpose The purpose of this paper is to explore the underlying influence of destructive leadership on hindrance stress and compulsory organizational citizenship behavior (CCB) by developing a moderated mediation model, which examines the mediating role of hindrance stress and the moderating role of supervisor–subordinate guanxi. Design/methodology/approach By using 324 samples collected from multiple companies in southeast China, the model is tested through multiple linear hierarchical regressions, correlation analysis, confirmatory factor analysis and PROCESS bootstrapping program in SPSS and AMOS software. Findings Results reveal that hindrance stress fully mediates the relationship between destructive leadership and CCB, and supervisor–subordinate guanxi moderates the strength of the indirect effect between destructive leadership and CCB (via hindrance stress), so that the mediated relationship is stronger when supervisor–subordinate guanxi is low rather than high. Originality/value The study contributes to display the influence path and contingency mechanism of destructive leadership as a stressor on employees’ negative behavior in the workplace. The moderated mediation model results not only develop the research on the relationship between negative leadership and employee behavior in terms of leadership effectiveness but also provide a new viewpoint to explore the relationship between leadership and employee behavior.

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Fors Brandebo, Maria, Sofia Nilsson, and Gerry Larsson. "Leadership: is bad stronger than good?" Leadership & Organization Development Journal 37, no. 6 (August 1, 2016): 690–710. http://dx.doi.org/10.1108/lodj-09-2014-0191.

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Purpose – The purpose of this paper is to investigate if the thesis “bad is stronger than good” also holds true for a number of leadership issues, more specifically: trust in the immediate leader, emotional exhaustion, work atmosphere and propensity to leave. Design/methodology/approach – Questionnaire responses were obtained from military personnel in Estonia, Sweden, Switzerland and the Netherlands (n=625). Findings – Multiple regression analyses revealed a certain pattern. Constructive leadership behaviours showed stronger positive associations with trust in the immediate supervisor and work atmosphere, than destructive leadership behaviours showed negative associations. On the other hand, destructive leadership behaviours showed stronger positive associations with emotional exhaustion and propensity to leave, than constructive leadership behaviours showed negative associations. This suggests that constructive leadership behaviours possibly have a greater impact on positive phenomenon and/or phenomenon associated with work-related relationships. On the other hand, destructive leadership behaviours appear to have a greater impact on negative phenomena with a stronger personal meaning. The results also show that the passive forms of destructive leadership are the behaviours that had the strongest impact on the investigated dependent variables. Research limitations/implications – Limitations related to item construction, common method variance, response set tendencies, translation of the instruments, and lack of response rate are discussed. Practical implications – The results emphasize the importance of focusing on both constructive and destructive leadership at the selection stage, as well as during training of military leaders. Focusing on them separately obstructs optimal leader development and prevents leaders from gaining authentic self-knowledge. The results also point at the importance of including both aspects of leadership in leader evaluation processes. Originality/value – The use of both constructive and destructive leadership behaviours with respondents from multiple nations in the same analysis.

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Wen, Xiao Li. "Research on the Destructive Leadership in Virtual Enterprises." Advanced Materials Research 712-715 (June 2013): 3199–202. http://dx.doi.org/10.4028/www.scientific.net/amr.712-715.3199.

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With the fast development of virtual manufacturing (VM), virtual enterprise (VE) is believed the enterprise of the future. The leadership effectiveness is important in VEs. This research focused on the dark side of leadership in VEs by examining how VE supervisors destructive leadership influences the performance of subordinates. As predicted, the negative relationship between VE supervisors destructive leadership behavior and subordinates performance was stronger among subordinates whose perception of interactive justice was lower. The studys implications for theory and practice are discussed.

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Schmid, Ellen Anke, Armin Pircher Verdorfer, and Claudia Verena Peus. "Different Shades Of Destructive Leadership: Differential Effects Of Destructive Leaders On Followers." Academy of Management Proceedings 2016, no. 1 (January 2016): 16740. http://dx.doi.org/10.5465/ambpp.2016.16740abstract.

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Omer, Mazen M., N. M. Adeeq M. Ezazee, Yong Siang Lee, Mohammad Sadra Rajabi, and Rahimi A. Rahman. "Constructive and Destructive Leadership Behaviors, Skills, Styles and Traits in BIM-Based Construction Projects." Buildings 12, no. 12 (November 25, 2022): 2068. http://dx.doi.org/10.3390/buildings12122068.

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Building information modeling (BIM) implementation is expanding over time, and collaboration is becoming more critical in construction projects. Leadership characteristics may contribute to or hinder the effectiveness of these collaborations in BIM-based construction projects. However, the current body of knowledge lacks information on the leadership characteristics that can be constructive or destructive for BIM-based construction projects. Therefore, this study aims to determine the constructive and destructive leadership behaviors, skills, styles, and traits in BIM-based construction projects. An explorative qualitative study was conducted by interviewing twenty architecture, engineering, and construction (AEC) professionals. Then, the thematic analysis approach was used to analyze the interview data. The study findings suggest that common constructive leadership behaviors are tolerant and committed. Furthermore, the common constructive leadership trait and style is reliability. On the contrary, the common destructive leadership behavior is intolerant. This study provides the literature with a novel list of constructive and destructive leadership characteristics for BIM-based construction projects. Understanding these characteristics would assist industry professionals and policymakers in increasing the performance of BIM-based construction projects.

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Trépanier, Sarah-Geneviève, Valérie Boudrias, and Clayton Peterson. "Linking destructive forms of leadership to employee health." Leadership & Organization Development Journal 40, no. 7 (September 9, 2019): 803–14. http://dx.doi.org/10.1108/lodj-04-2019-0168.

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Purpose The purpose of this paper is to investigate the psychological and motivational processes involved in the relationship between two forms of destructive leadership (tyrannical and laissez-faire) and employee health (burnout, affective commitment and job performance). Drawing on self-determination theory, this paper links tyrannical and laissez-faire leadership to employee health through psychological need frustration and poor-quality (controlled) work motivation. Design/methodology/approach A total of 399 Canadian nurses took part in this cross-sectional study. Structural equational modelling analyses were conducted. Findings Results show that tyrannical leadership frustrates nurses’ needs for autonomy, competence and relatedness, whereas laissez-faire leadership frustrates nurses’ need for autonomy only. The frustration of needs for autonomy and competence predicts low-quality (controlled) work motivation, which is consequently associated with impaired health (burnout and lower affective commitment as well as performance). Originality/value This study contributes to the scarce knowledge regarding the distinct outcomes of destructive forms of leadership and uncovers the specific psychological and motivational pathways through which these types of leadership influence employees’ health.

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Kaushik, Sameeksha. "A Study on Relationship Between Subordinates’ Perceptions of Destructive Leadership and Upward Bullying." Shanlax International Journal of Management 8, S1-Feb (February 26, 2021): 107–16. http://dx.doi.org/10.34293/management.v8is1-feb.3764.

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Many studies have been conducted to understand the existence of workplace bullying in subordinate-supervisor relationship in relation with leadership. However, not many studies have focused on the study of bullying caused by subordinates to the managers (upward bullying) and which behavior of the leader or subordinates leads to this bullying. Upward bullying includes bullying behaviors such as threats or malicious accusations shown by subordinates to their supervisor and destructive leadership includes behavior that undermines motivation or work-related satisfaction of subordinates. The purpose of this study is to explore a significant relationship between subordinate perceptions of destructive leadership and upward bullying. A questionnaire of scales consisting of 34 items was used where upward bullying was found out by using Negative Acts Questionnaire Revised (NAQ-R) scale and to measure destructive leadership, rater form of Multifactor Leadership Questionnaire (MLQ) was used. One hundred and ninety-three software engineers who are employed in digital (IT) firms have completed an on-line questionnaire of their perceptions of the leadership style and behavior of their immediate supervisor, and the frequency with which they are engaged in specific bullying behaviours targeting their supervisor. The results of the study helped to explore the lacked evidences of upwards bullying and to know the subordinates’ perceptions due to destructive leadership at work environment. The findings revealed that subordinates’ perceptions of destructive supervisory leadership were moderately correlated with an increased incidence of upward bullying. This paper offers support for prevalence of upwards bullying which can be a response to destructive leadership, and as this research is done with a specific sector, it further enhances need of future researches. Few recommendations like educating employees about workplace behaviours at organisations are discussed. Practical implications to be taken by the managers such as self-assessment of managers to improve leadership skills are discussed.

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Singh, Smita, Saurabh Jain, and Shruti Parashar. "The Impact on the Psychological Health of Employees through Egotism of Managers Resorting to Workplace Bullying and Destructive Leadership- a Hypothetical Case Study Approach." ECS Transactions 107, no. 1 (April 24, 2022): 13139–46. http://dx.doi.org/10.1149/10701.13139ecst.

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Past research has focused on workplace bullying and destructive leadership in times of crises has restrained its prejudiced boundaries by relying excessively upon psychological and social-psychological perspectives. Alarming stress reactions can result from Workplace bullying which refers to continuous exposure to frequent hostile behaviors at work. Due to workplace bullying, a vast number of people and organizations are being impacted in several ways leading to serious psychological issues for employees. In the larger view, workplace bullying and adopting a destructive or tyrannical leadership impacts working conditions, health and safety, personal life, and the right of all to equal opportunity and treatment. In this paper, an effort is made to understand how leaders respond during crucial stages of organization restructuring and how the leadership styles affect the psychological well-being of employees through a hypothetical case study. On the whole, this paper suggests the approaches that could lead to a more rational approach in maintaining the psychological health of employees rather than resorting to workplace harassment and adopting a destructive leadership style.Keywords: Workplace Bullying, Destructive Leadership, Tyrannical leadership, Psychological Health

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Itzkovich, Yariv, Sibylle Heilbrunn, and Ana Aleksic. "Full range indeed? The forgotten dark side of leadership." Journal of Management Development 39, no. 7/8 (June 2, 2020): 851–68. http://dx.doi.org/10.1108/jmd-09-2019-0401.

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PurposeThe full-range leadership theory, and the distinction between transformational, transactional and laissez-faire leadership behaviour has strongly influenced leadership theory and research in the last several decades. However, in spite of its impact on theory and practice, it has a few shortcomings, as, in its essence, it disregards several essential aspects of a leader’s behaviour, such as the dark side of leadership behaviour. Therefore, to capture various leader behaviours, we provide a more comprehensive leadership model named the “complete full range of leadership”.Design/methodology/approachBased on reviewing the relevant theoretical and empirical literature, we propose an extended theoretical model, which addresses the existing shortcomings of the full range leadership model.FindingsFirst, we added a new active and more destructive facet of leadership style named active, destructive leadership style. Second, based on existing empirical findings, we restructured the transactional facet of full-range leadership by collapsing its components into two new distinct facets representing active constructive leadership style and passive destructive leadership style. Finally, drawing on Hersey and Blanchard’s model, we add a new passive and constructive facet named passive constructive leadership.Originality/valueOur suggested “complete full range of leadership” contributes to leadership theory by addressing the gap between existing theory and empirical findings, making a clear distinction between lack of leadership and delegation and by comprising the dark side of leadership with its bright side into one comprehensive leadership model.

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Shaw, James B., Anthony Erickson, and Farzaneh Nassirzadeh. "Destructive leader behaviour: A study of Iranian leaders using the Destructive Leadership Questionnaire." Leadership 10, no. 2 (April 8, 2014): 218–39. http://dx.doi.org/10.1177/1742715013476082.

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Kilroy, Steven, Denis Chênevert, and Janine Bosak. ""Destructive Leadership, Burnout and Affective Commitment among Nurses"." Academy of Management Proceedings 2016, no. 1 (January 2016): 16299. http://dx.doi.org/10.5465/ambpp.2016.16299abstract.

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Balwant, Paul T., Kamal Birdi, and Ute Stephan. "The dimensionality and measurement of destructive instructor-leadership." International Journal of Leadership in Education 23, no. 2 (January 16, 2019): 152–74. http://dx.doi.org/10.1080/13603124.2018.1543803.

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Aravena, Felipe. "Destructive Leadership Behavior: An Exploratory Study in Chile." Leadership and Policy in Schools 18, no. 1 (November 2, 2017): 83–96. http://dx.doi.org/10.1080/15700763.2017.1384501.

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Woestman, Daniel S., and Teresa Akinyi Wasonga. "Destructive Leadership Behaviors and Workplace Attitudes in Schools." NASSP Bulletin 99, no. 2 (April 16, 2015): 147–63. http://dx.doi.org/10.1177/0192636515581922.

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Einarsen, Ståle, Merethe Schanke Aasland, and Anders Skogstad. "Destructive leadership behaviour: A definition and conceptual model." Leadership Quarterly 18, no. 3 (June 2007): 207–16. http://dx.doi.org/10.1016/j.leaqua.2007.03.002.

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Scheffler, Maximilian, and Johannes Brunzel. "Destructive leadership in organizational research: a bibliometric approach." Scientometrics 125, no. 1 (July 24, 2020): 755–75. http://dx.doi.org/10.1007/s11192-020-03621-3.

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Abstract The dark side leadership literature remains a highly relevant yet fragmented and ambiguous literature stream. Therefore, we conduct a bibliometric analysis using co-citation and pathfinder analysis to describe and visualize the intellectual origins of the field by combining predefined word lists with expert validation. Our results suggest that there are key authors as well as other distinctive characteristics of research that also guides future research. Thematic clusters of the dark side literature suggest heightened emphasis on single dark traits such as narcissism while other constructs such as psychopathy receive little attention. Articles by Tepper can be linked to a central position in the network. Implications for theory and practice are discussed.

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Mumford, Michael D., Theodore L. Gessner, Mary Shane Connelly, Jennifer A. O'Connor, and Timothy C. Clifton. "Leadership and destructive acts: Individual and situational influences." Leadership Quarterly 4, no. 2 (1993): 115–47. http://dx.doi.org/10.1016/1048-9843(93)90008-h.

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Aydinay, Murat, Aysehan Cakici, and A. Celil Cakici. "The effect of destructive leadership on self-efficacy and counterproductive work behaviors: A research on service sector employees in Mersin, Turkey." Journal of Global Business Insights 6, no. 2 (September 2021): 186–206. http://dx.doi.org/10.5038/2640-6489.6.2.1166.

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The aim of this study was to find out the effect of destructive leadership on employees’ self-efficacy and counterproductive work behaviors. The data was collected from a convenience sample of 486 service sector employees in Mersin, Turkey. Descriptive statistics, explanatory factor analysis, and regression analysis were conducted to analyze the data. The results showed that lack of competence in leadership, excessive authoritarianism, and favoritism dimensions increased the organization-oriented counterproductive work behaviors while resistance to technology and change dimension decreased these behaviors. In contrast, insensitivity to subordinates had no effect on counterproductive work behaviors. Furthermore, destructive leadership had no effect on employees’ self-efficacy, but self-efficacy affected counterproductive work behaviors. This study provides theoretical and practical implications for understanding the effect of destructive leadership behaviors on the employees’ self-efficacy and counterproductive work behaviors in the context of the service sector.

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Yan, Qing, Michelle C. Bligh, and Jeffrey C. Kohles. "Absence Makes the Errors Go Longer." Zeitschrift für Psychologie 222, no. 4 (October 2014): 233–45. http://dx.doi.org/10.1027/2151-2604/a000190.

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Learning and innovation are increasingly important for companies to compete in a global marketplace. Leaders are often in a position to exert significant influence on employees’ learning behaviors, and may also be able to foster learning from workplace errors. This cross-sectional research investigates the relationship between employee perceptions of leadership style, mindset (fixed vs. growth), and orientation to error learning. We examine five leadership styles – authentic, transformational, transactional, laissez-faire, and aversive leadership – and view them on an extended range, from more positive (authentic, transformational, and transactional) to more negative and destructive (laissez-faire and aversive). A sample of 268 participants completed an on-line survey of their leaders’ styles, as well as their own mindsets, and their reactions to workplace errors. Results suggest that authentic and transformational leadership styles foster more employee error learning than transactional leadership, while laissez-faire and aversive leadership styles are destructive in that they actively inhibit employee error learning. Somewhat surprisingly, laissez-faire leadership showed the strongest and most negative effect on a follower’s error learning orientation, although followers with fixed mindsets reported being less likely to learn from errors than followers with growth mindsets, regardless of leadership style. Our findings shed light on the relationship between leadership style and employee error learning, and suggest that negligent leadership may be particularly destructive for organizations that seek to foster a learning environment.

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Lange, Sarah, Kai C. Bormann, and Jens Rowold. "Mindful leadership: mindfulness as a new antecedent of destructive and transformational leadership behavior." Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 49, no. 2 (May 15, 2018): 139–47. http://dx.doi.org/10.1007/s11612-018-0413-y.

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Shaw, James B., Anthony Erickson, and Michael Harvey. "A method for measuring destructive leadership and identifying types of destructive leaders in organizations." Leadership Quarterly 22, no. 4 (August 2011): 575–90. http://dx.doi.org/10.1016/j.leaqua.2011.05.001.

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Molino, Monica, Claudio Cortese, and Chiara Ghislieri. "Unsustainable Working Conditions: The Association of Destructive Leadership, Use of Technology, and Workload with Workaholism and Exhaustion." Sustainability 11, no. 2 (January 16, 2019): 446. http://dx.doi.org/10.3390/su11020446.

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Job demands typical of the current working environments and negative leadership styles may be considered unsustainable factors able to decrease workers well-being. Moreover, contrary to the idea that workaholism is an innate individual characteristic, a recent perspective considers the working context able to foster its insurgence. In order to investigate unsustainable dynamics within organizations, this study aimed at examining whether (1) destructive leadership increases workload and supplemental work supported by technology, (2) the three job demands increases workaholism, and (3) workaholism mediates their relationship with exhaustion. A convenience sample of 432 workers filled in a self-report questionnaire. The structural equation model results showed a positive relationship between destructive leadership and workload, off-work hour Technology-Assisted Job Demand (off-TAJD), and workaholism. Moreover, both workload and off-TAJD partially mediated the relationship between destructive leadership and workaholism. Finally, workaholism was a mediator between the three demands and exhaustion. The study confirmed a positive association between job demands and workaholism, and, in turn, their association with exhaustion, highlighting in particular the role of two under-investigated determinants, namely destructive leadership and off-TAJD, as unsustainable working conditions. Despite limitations, above all the cross-sectional design, this study provided useful indications for research and practice.

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MUKARRAM, ALEENA, SAJJAD HUSSAIN, and MEHWISH ALI KHAN. "A Brief Overview of Despotic Leadership Research." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 38–55. http://dx.doi.org/10.30543/10-1(2021)-5.

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The present study is an attempt to give a brief overview of despotic leadership research in a chronological order. Starting from the pre-historic era, the study links the concept of despotic leadership with Greek era and explains its existence in other domains which includes sociology and political science. It briefly addresses questions like how despotic leadership evolved from the broader construct of destructive leadership. What are the different types of destructive leaders and how despotic leadership differs from other type? It also covers different consequences of the despotic leadership with multiple themes. The study deeply analyzes the integration of despotic leadership research with multiple behavioral and attitudinal work-related outcomes. Finally, current trends and future directions are proposed for further scientific and logical validation. Keywords: Despotic leadership, Historical Review, Multiple Dimensions, Current and Future Trends.

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Grummert, Sara, and Raquel Rall. "Looking Beyond the Toxic Triangle: Connecting Sexual Abuse to Failed Governance." Journal of Higher Education Athletics & Innovation, no. 8 (November 3, 2021): 34–54. http://dx.doi.org/10.15763/issn.2376-5267.2020.1.8.34-54.

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The authors aim to further theoretical conceptualizations of sexual abuse in college sport by providing a wider framework to better identify and combat abuse within organizations. Building on the Toxic Triangle of Destructive Leadership, the authors offer an analysis of destructive leadership from an organizational perspective that reconceptualizes destructive leadership as a group and organizational phenomena by centering governing board actions in previous cases of abuse. Through analysis of the NCAA governance structure and the governance structure of higher education at large, the authors provide rationale for advancing governing boards as a sport governing body and demonstrate how governing boards are inseparable from the governance structure of the NCAA. In analyzing the literature on organizational responses to sexual abuse in intercollegiate athletics, the authors posit a new framework to better identify, prevent, and combat abuse in sport and call for enhanced proactivity from institutional leadership to address sexual abuse.

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Baboș, Alexandru, and Raluca Rusu. "Toxic Leadership in the Military Organization – A Theoretical Approach to Failed Leadership." International conference KNOWLEDGE-BASED ORGANIZATION 26, no. 1 (June 1, 2020): 182–85. http://dx.doi.org/10.2478/kbo-2020-0029.

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AbstractThe toxic leadership refers to destructive behaviours and leaders’ personal characteristics which cause serious damage to the subordinates and organizations. Still, what is toxic for the military in one country can be good in another one, given the cultural differences. This article wants to emphasize, from a theoretical approach, the main characteristics and effects of toxic leadership within the military organization.

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Dolce, Valentina, Emilie Vayre, Monica Molino, and Chiara Ghislieri. "Far Away, So Close? The Role of Destructive Leadership in the Job Demands–Resources and Recovery Model in Emergency Telework." Social Sciences 9, no. 11 (October 31, 2020): 196. http://dx.doi.org/10.3390/socsci9110196.

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During the Covid-19 pandemic, people started teleworking intensively, which has led to some benefits in terms of economic continuity, but also some complaints. International teams of scholars have pointed out the new work-related challenges, underlining leaders’ role in successfully managing them. This study aimed at investigating the role of destructive leadership in the job demands–resources and recovery model during the Covid-19 pandemic. In detail, this study intended to assess (1) whether destructive leadership is positively associated with off-work-hours technology-assisted job demand (off-TAJD) and cognitive demands, as well as whether it decreases autonomy, (2) whether two demands—off-TAJD and cognitive demands—and two resources—social support and autonomy—are respectively negatively and positively related to recovery, and (3) whether recovery mediates the relationship between demands, resources, and exhaustion. A total of 716 French remote workers (61% were women) took part in this study. Data were collected using a self-report questionnaire. A multi-group structural equation model was used to test the hypotheses. The findings confirmed a significant association between destructive leadership, the two job demands, and autonomy; furthermore, all three variables mediated the relationship between destructive leadership and recovery. The findings showed the key role played by recovery as a mediator between, on one hand, off-TAJD, cognitive demands, autonomy, and social support, and, on the other hand, exhaustion. This study highlighted the role of destructive leadership, job resources, job demands, and recovery as determinants of exhaustion, illustrating their relationships in a sample of remote workers. Practical implications are discussed.

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Schmid, Ellen Anke, Armin Pircher Verdorfer, and Claudia Peus. "Shedding Light on Leaders’ Self-Interest: Theory and Measurement of Exploitative Leadership." Journal of Management 45, no. 4 (April 28, 2017): 1401–33. http://dx.doi.org/10.1177/0149206317707810.

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A leader behaving in a way that is exceedingly self-interested and exploitative of others is a recurring notion in destructive leadership but also an unexplored aspect that warrants further scrutiny. In this article, we introduce the concept of “exploitative leadership,” which is mainly characterized by high levels of leader self-interest. In a total of six studies (total N = 1,722), we develop a scale to measure the construct, establish its psychometric properties, consider the nomological validity of exploitative leadership by examining its linkages with related leadership constructs, and establish discriminant and convergent validity. Finally, we analyze the relations between exploitative leadership and follower outcomes, considering individual-level as well as team-level effects. By extending the range of theoretical and measureable behaviors leaders may show, we hope to allow research to take into account a more complete picture of destructive leadership.

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Bergen, C., and Martin Bressler. "LAISSEZ-FAIRE LEADERSHIP: DOING NOTHING AND ITS DESTRUCTIVE EFFECTS." European Journal of Management 14, no. 1 (March 1, 2014): 83–94. http://dx.doi.org/10.18374/ejm-14-1.7.

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Balwant, Paul Tristen. "The Dark Side of Teaching: Destructive Instructor-Leadership (WITHDRAWN)." Academy of Management Proceedings 2015, no. 1 (January 2015): 11362. http://dx.doi.org/10.5465/ambpp.2015.11362abstract.

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Van de Vliert, Evert, Stig Berge Matthiesen, Renathe Gangsøy, Adeline Berntsen Landro, and Ståle Einarsen. "Winters, Summers, and Destructive Leadership Cultures in Rich Regions." Cross-Cultural Research 44, no. 4 (May 11, 2010): 315–40. http://dx.doi.org/10.1177/1069397110369093.

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