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Petty Tyranny in Organizations
Abstract
A petty tyrant is defined as one who lords his or her power over others. Preliminary empirical work suggests that tyrannical behaviors include arbitrariness and self-aggrandizement, belittling others, lack of consideration, a forcing style of conflict resolution, discouraging initiative, and noncontingent punishment. A model of the antecedents of tyrannical management and the effects of tyranny on subordinates is presented. Petty tyranny is argued to be the product of interactions between individual predispositions (beliefs about the organization, subordinates, and self, and preferences for action) and situational facilitators (institutionalized values and norms, power, and stressors). Tyrannical management is argued to cause low self-esteem, performance, work unit cohesiveness, and leader endorsement, and high frustration, stress, reactance, helplessness, and work alienation among subordinates. It is further argued that these effects may trigger a vicious circle which sustains the tyrannical behavior. Research implications are discussed.
... The current study critically reflects movements in the project management domain. In contrast, DL shares some similarities with other kinds of negative or dark leadership styles, such as abusive leadership (Tepper, 2000), tyrannical leadership (Ashforth, 1994), leader bullying (Ferris et al., 2007), supervisor undermining (Greenbaum et al., 2015), self-serving leadership (Decoster et al., 2014), and DL (De Hoogh and Hartog, 2008). Moreover, diverse studies prove that DL impedes employees and organizations from attaining objectives (Karakitapoğlu-Aygün & Gumusluoglu, 2013). ...
Employee success holds a significant importance for Pharmaceutical industry. In this regard, despotic leadership disrupts routine operations and stifles innovative working styles. Therefore, the current study addresses the challenges despotic leadership poses to employee success. Based on the conservation of resource theory, this study explores the impact of despotic leadership on employee success. Additionally, the research investigates the mediating role of job insecurity caused by despotic leadership and assesses the moderating impact of emotional exhaustion, which further fuels the situation. For experimental purposes, this study collects data from 305 employees in Pakistan’s pharmaceutical sector using a time-lagged approach. The statistical outcomes underscore that despotic leadership hinders employee success, as employees perceive this as job insecurity since job insecurity also serves as a significant mediator between despotic leadership and employee success. In further analysis, the study determines that emotional exhaustion moderates the relationships between despotic leadership and employee success, as well as between despotic leadership and job insecurity. Based on the underlined outcomes, it is recommended that policymakers prioritize leadership training, promote innovation, and address employee well-being concerns to enhance organizational success. These initiatives are necessary to foster ethical leadership, job security, and a supportive environment in pharmaceutical sector.
... This can occur in two main ways: (a) by inspiring employees to follow goals that go in contradiction with the genuine bene its of the organization, or (b) by using a leadership approach that involves employing detrimental approaches to inspire followers, regardless of any rationalizations for such behaviour" started gaining the attention of researchers after Howell (1988) very irst introduced personalized charismatic leadership as self-centred and self-interested behaviour of leadership. Afterwards researchers found different constructs and types of destructive leadership including Ashforth (1994) petty tyranny of leadership, leader bullying, leader incivility, abusive leadership, leader undermining, corrupt leadership and evil leadership, toxic leadership, leader narcissism and tyrannical leadership, leaders exclusion, Derailed Leadership, Aversive Leadership, Pseudo-Transformational Leadership, Despotic Leadership, negative leadership, and insincere leadership, Destructive Leadership, Abusive supervision is amongst the worst kind of leadership (Hussain, Ahmed, Gulzar, Usman, & Hussain, 2020) while positive and ethical leaders promote improved satisfaction and better performance (Fayyaz, Ahmad, Hussain, & Arshad, 2019). The following table from Mackey, Ellen III, McAllister, and Alexander (2021) presents various destructive leadership styles of other ELs, along with their de initions and the researchers who irst provided operational de initions and developed scales to measure these variables. ...
This study aims to provide a comprehensive yet concise review of the research on exploitative leadership, structured within a chronological framework. It begins by outlining the early historical context of leadership studies, tracing the development of exploitative leadership as a distinct concept within the broader category of destructive or negative leadership. The review highlights the evolution of the term, exploring its relevance across diverse academic disciplines such as sociology, psychology, and political science, each of which contributes unique perspectives to the understanding of this phenomenon. Key queries addressed include how exploitative leadership has diverged from other destructive leadership forms, such as abusive supervision or authoritarian leadership, and what speci ic characteristics de ine exploitative leaders. The study also investigates the various outcomes associated with this leadership style, with a particular focus on how it in luences behavioural and attitudinal responses in the workplace. This analysis is framed within multiple theoretical frameworks, including social exchange theory and the conservation of resources model, offering a rich, interdisciplinary approach to understanding its impact. In conclusion, the study identi ies and discusses emerging trends in exploitative leadership research, suggesting future directions for empirical investigation and theoretical re inement, particularly in light of ongoing changes in organizational structures and leadership dynamics.
... Ademais, outros autores, como Ashforth (1994), apontam que líderes tóxicos utilizam práticas de micro gestão, críticas excessivas e coerção para manter o controle, gerando um ambiente de desconfiança e medo. Esses comportamentos não apenas afetam diretamente os colaboradores, mas também têm repercussões negativas para a organização como um todo. ...
A liderança tóxica, caracterizada por ações abusivas e autoritárias, pode ter consequências graves para as empresas e seus funcionários. Este estudo examina os efeitos prejudiciais de uma liderança, incluindo uma redução na produtividade, um aumento na rotatividade de funcionários, danos à saúde mental e física, uma proteção da cultura organizacional e um dano à privacidade de uma empresa. Por meio de uma revisão de literatura e análise de casos reais, são propostos métodos para mitigar os problemas e práticas para promover ambientes de trabalho saudáveis.
Bu çalışmada hayat kadınlarının genelev örgütlerinde maruz kaldıkları etik dışı yıkıcı liderlik davranışları, bu davranışların sonuçları ve bu davranışlara verilen tepkiler belirlenerek, Bandura’nın ahlaki çözülme teorisi bağlamında sınıflandırılması amaçlanmıştır. Hayat kadınlarından gönüllülük esasına göre seçilen 12 kişi araştırma örneklemine dâhil edilmiş olup, gizlilik esası korunarak görüşme metoduyla katılımcılardan veriler elde edilmiştir. Elde edilen veriler içerik analiziyle incelenmiş, hayat kadınları örnekleminde en sık rastlanılan etik dışı yıkıcı liderlik davranışlarının bireylere yönelik ve örgütlere yönelik olmak üzere iki temaya ayrıldığı, etik dışı yıkıcı liderlik davranışlarının meydana getirdiği sonuçların fizyolojik, psikolojik ve işe ilişkin sonuçlar olarak üç tema altında toplandığı ve etik dışı yıkıcı liderlik davranışlarına tepkilerin ise şiddet eylemlerine başvurma, tepkisiz kalma, örgütsel yollara başvurma ve başkaları ile devlet kurumlarından yardım talep etme olarak dört temaya ayrıldığı bulgularına ulaşılmıştır. Elde edilen bulgular ahlaki çözülme teorisi mekanizmaları uyarınca incelendiğinde örtmeceli etiketleme, neticeleri azımsama, umursamama yada saptırma, insanlıktan çıkarma ve suç aktarma (yükleme) boyutlarıyla örtüşmektedir.
This study aims to investigate the relationship between managers' toxic leadership behaviors and employees' organizational commitment and organizational happiness. The research was designed using a quantitative research method and a correlational survey model. The population of the study consists of employees working under the Youth and Sports Provincial Directorate as of the year 2023, and the sample includes 285 employees selected through random sampling from this population. The data of the study were collected through scale instruments administered to participants via the internet. The scales used in the study include a personal information form, toxic leadership scale, organizational commitment scale, and organizational happiness scale. The data obtained from the research were analyzed using the SPSS 25 software package. The data analysis involved the use of descriptive statistics such as mean and standard deviation, t-test, ANOVA, Pearson correlation, and linear regression analyses. Based on the data collected from the research, it was found that employees' perceptions of toxic leadership were low, perceptions of organizational commitment were moderate, and perceptions of organizational happiness were high. Toxic leadership, organizational commitment, and organizational happiness perceptions were not found to differ significantly based on gender, age, and tenure variables. According to the research findings, there was a low negative relationship between employees' perceptions of toxic leadership and organizational commitment, a moderate negative relationship between employees' perceptions of toxic leadership and organizational happiness, and a moderate positive relationship between employees' perceptions of organizational happiness and organizational commitment. The sub-dimensions of the toxic leadership scale, namely narcissism and selfishness, were found to be significant predictors of organizational commitment, and employees' perceptions of toxic leadership accounted for approximately 11% of the total variance. Additionally, the sub-dimensions of the toxic leadership scale, namely negative mood, narcissism, and selfishness, were found to be significant predictors of organizational happiness, and employees' perceptions of toxic leadership accounted for approximately 26% of the total variance.
Purpose
Leadership’s dark side has been on the rise, negatively affecting organizations. The phenomenon, however, is not as simple as it seems. Based on social exchange and conservation of resource theories, current research aims to explore the impact of psychological entitlement on despotic leadership, ultimately leading to instigated workplace incivility. Moreover, emotional exhaustion was tested as a mediator and Islamic work ethics as a moderator.
Design/methodology/approach
This study aims to examine the effect of dark side of leadership and for this, the survey approach was used to collect data from 402 bankers from Pakistan’s twin cities (Islamabad and Rawalpindi).
Findings
The results showed that psychological entitlement leads to despotism and despotic leaders become a reason for instigated workplace incivility. Results also showed that emotional exhaustion mediated, and Islamic work ethics moderated the relationship.
Practical implications
Bankers have a demanding job which is further exacerbated by despotic leaders feeling psychologically entitled and instigating employees toward uncivil behaviors as they experience emotional exhaustion. Despotic leaders need to be dealt with to reduce instigated incivility and Islamic work ethics can also aid in improving employee behavior.
Originality/value
Literature available on both antecedents and effects of the leadership’s dark side is limited, and this study strives to contribute by extending the literature available on psychological entitlement, despotic leadership and instigated workplace incivility relationships.
This study tests the role of the full range leadership model’s leadership styles in employees’ job-stress-related presenteeism (JSRP). Further, the study tests a model that introduces mediating variables in the relationship between absent leaders and JSRP. Employees from four different types of organizations: police ( N = 148), public service ( N = 479, not-for-profit ( N = 96), and construction ( N = 214) completed the Multifactor Leadership Questionnaire on their direct supervisor, as well as a self-report measures of JSRP, psychological distress, and work–life balance. Correlations and hierarchical linear regression models showed that laissez-faire leadership had the strongest influence on JSRP for all four organizations. The parallel mediation model results showed that both employee psychological distress and work–life balance partially mediated the relationship between laissez-faire leadership style and employees’ JSRP. These results underscore the importance of looking at absent leaders and how they affect employees negatively.
Purpose
Numerous studies have examined effective or positive leadership styles and their effects on employees and organizational outcomes. In recent years, toxic leadership has drawn the attention of several organizations, and toxic managers undoubtedly harm an organization’s social, economic and individual quality of life. This study aims to examine academicians’ perceptions of toxic leadership behavior exhibited by their immediate leaders in the higher education sector.
Design/methodology/approach
A qualitative interpretive phenomenological research design was used, and data was analyzed using Clarke & Braun’s thematic analysis method. Data were collected through individual semi-structured interviews with 26 teachers from the technical education sector within higher education who had five years or more of experience in the higher education sector.
Findings
Five themes emerged from the teacher's narratives based on the research questions that were framed with the help of expert opinions and a thorough literature review (“frequency of occurrences,” “outward behavior,” “repercussions,” “coping strategies” and “support mechanisms”). Using the NVIVO 14.0 software, auto-coded themes were generated and corroborated with the findings. The triangulation of outcomes reveals toxic behaviors exhibited by the leaders in universities and colleges, which conforms with the toxic leadership literature.
Originality/value
This study advances the understanding of the harmful or toxic side of leadership, specifically in the higher education sector. This work advances earlier studies in the field by examining teachers’ perceptions of toxic leadership behavior exhibited by their leaders in the higher education sector. The study continues by highlighting areas of toxic leadership research that are yet to be explored in academic literature and are still to be studied.
This research aims to evaluate the potential mediating role of spirituality in the relationship between perceptions of dark leadership and the level of organizational dissent. The research used a convenience sampling method with an online survey technique. The participants consisted of 424 individuals aged 18 and over working in Istanbul. The survey included scales measuring the perception of dark leadership, organizational dissent, and spirituality. Data analysis was conducted using the SPSS PROCESS macro. The research found a significant and positive correlation between the perception of dark leadership and the level of organizational dissent. However, contrary to initial expectations, spirituality did not mediate this relationship. An increase in employees' perceptions of dark leadership among their managers directly influences an increase in organizational dissent. That is, as employees' perceptions of their managers' dark leadership characteristics increase, the level of dissent within the organization also increases, independently of spirituality.
This paper reports two studies of occupational stress and its relation with antecedent variables and job performance. The first study, in which 104 nurses participated in group discussions and 96 nurses completed a questionnaire, identified 45 stressful events for nurses. In the second study, 171 nurses who completed another questionnaire were also rated by a supervisor and/or a co-worker. Ratings of interpersonal aspects of job performance (such as sensitivity, warmth, consideration, and tolerance) and cognitive/motivational aspects (such as concentration, composure, perseverence, and adaptability) correlated significantly with self-reported perceptions of stressful events, subjective stress, depression, and hostility. Models developed through path analysis suggest that the frequency and subjective intensity of the 45 events identified in Study 1 cause feelings of stress, which lead to depression, which, in turn, causes decrements in interpersonal and cognitive/motivational aspects of job performance.
This paper advances a theory of stereotypes of powerless groups in terms of the psychological functions served by the stereotypes. In a coercive power relationship certain behavioral constraints are imposed on the powerless group. Members of the powerful group observe the resulting behavior and make inferences about the character of the powerless group. These observations and inferences fulfill a knowledge function by providing information and interpretations about a part of the environment. However, because of the structure of the power relationship, the powerful group is dependent on the powerless group and violates its own justice norms. These potential threats to self-esteem are defended against by attributing the behavior of the powerless group to its inherent nature and not to its powerless position. These observations and attributions are legitimated as part of a larger system of explanation, and members of the powerful group accept them, not only to satisfy the knowledge and ego defense functions, but to maintain the group's approval and their own sense of identity with the group. In short, in relationships based on coercive power, stereotypes of the powerless group simultaneously satisfy the knowledge, ego defense, and social adjustment functions for members of the powerful group.
Following a review of literature on the leader-member exchange model of leadership, the model's methodological and theoretical problems are discussed. First, it is argued that leader-member exchange is a multidimensional construct and should be measured accordingly. Second, it is noted that the leader-member exchange developmental process has not been fully explicated. In addressing these problems, a three dimensional conceptualization of the leader-member exchange construct is proposed and a model of the leader-member exchange developmental process is presented.
This chapter discusses the various aspects of the treatment of institutional neurosis. It illustrates the arbitrary stages in the process and describes the roles that individual members of the staff—such as ward doctors, nurses, attendants, occupational therapists, and social workers—must play in combating institutional neurosis. The treatment of the patient involves a re-establishment of his/her contacts; a provision of a daily sequence of useful occupations and recreations; eradication of brutality, browbeating, and teasing; alteration of staff attitudes to amiability and acceptance; encouraging him/her to make friends; reduction of drugs where possible; and the provision of a friendly, homely, and permissive atmosphere. The practice of sending psychopaths who have committed offences to psychiatric hospitals has a bad effect on the attitude of staff toward patients. A few psychopaths may monopolize doctors' and nurses' time, exploit staff shortages and inadequacies, steal from or ill-treat other patients, prevent therapeutic integration of patients, and result in overcautious nursing. Drugs should be used to counter the bewildering experiences and distressing emotions arising from within. They should never be used to adjust a patient to surroundings that any normal person would find intolerable.
Following a review of literature on the leader-member exchange model of leadership, the model's methodological and theoretical problems are discussed. First, it is argued that leader-member exchange is a multidimensional construct and should be measured accordingly. Second, it is noted that the leader-member exchange developmental process has not been fully explicated. In addressing these problems, a three dimensional conceptualization of the leader-member exchange construct is proposed and a model of the leader-member exchange developmental process is presented.
The author investigates the influence of four unexplored supervisory behaviors on salespeople: arbitrary and punitive behavior, contingent approving behavior, upward-influencing behavior, and achievement-oriented behavior. One or more of these behaviors are found to have a significant impact on salespeople's role clarity, specific self-esteem, job satisfaction, and motivation to work. Certain findings are counterintuitive and suggest interesting directions for further research.
What kind of social control is generated by a particular form of power? How do the structural conditions under which this power is exercised determine high or low effectiveness? The first question is dealt with by distinguishing attitudinal conformity from behavioral conformity using the Merton dichotomy. The second inquiry utilizes the organizational characteristics of visibility of role performance vis á vis superiors, and the professionalism of staff personnel. The five power bases suggested by French and Raven--Coercive, Reward, Expert, Legitimate, and Referent--are specified and further developed. A hypothetical ranking of power bases predicts high correlations between behavioral conformity, high visibility, and Coercive power; relationships diminish down the ranking to high correlations between attitudinal conformity, low visibility, and Referent power. Data collected from 528 staff members in 18 city elementary schools are used for secondary analysis as a preliminary test of hypotheses.
Questionnaire data from 152 female employees and 46 supervisors in a large federal bureaucracy are used to test Kanter's hypothesis that sex differences in supervisory behavior result from sex differences in organizational power. Female subordinates of female supervisors, compared to female subordinates of male supervisors, report less job satisfaction and lower group morale and are more likely to describe their supervisor's behavior as controlling and particularistic. However, when differences in organizational power (as measured by an index comprised of supervisor's job status, the amount of voice they believe they have in their superior's decisions, and the amount of autonomy they feel they have with respect to their superior) are controlled, differences between male and female supervisors on all of these variables are significantly reduced. The results are interpreted as providing support for Kanter's theory.
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