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A method for measuring destructive leadership and identifying types of destructive leaders in organizations
Abstract
This study describes the development of a measure of the nature of destructive leadership in organizations. We then use scales developed from that measure in a cluster analysis to empirically derive a behavior-based taxonomy of destructive leaders. Data were obtained through a web-based survey that generated 707 respondents. Based on follower perceptions, the results identified seven types of destructive leaders using behavior-focused scales. An interesting discovery was that most of the types of destructive leaders identified were not “all destructive” but rather perceived as extreme on just one or two characteristics.
... In the long run, Schmidt et al. (2018) found that when such supportive leadership behaviors were lacking, employees' self-assessed health over a 10-year period was significantly poorer compared with that of employees who felt supported. In our study, destructive leadership is understood to include both actively negative leadership behavior such as abusive supervision (Tepper 2000), in keeping (partially) with the definitions of e.g., Shaw et al. (2011) and Skogstad et al. (2007). ...
... For this assessment, we used subjective measures, since employees' perception of the quality of leadership is important (Shaw et al. 2011). Shaw et al. (2011) developed an instrument for measuring the dark side of leadership, which was based on a qualitative study on negative leadership behaviors conducted by Erickson et al. (2007). ...
... For this assessment, we used subjective measures, since employees' perception of the quality of leadership is important (Shaw et al. 2011). Shaw et al. (2011) developed an instrument for measuring the dark side of leadership, which was based on a qualitative study on negative leadership behaviors conducted by Erickson et al. (2007). Since the data collected from the Federal Institute for Occupational Safety and Health (BAuA) did not focus on leadership, only one item addressing destructive leadership was available: leader exhibits inconsiderate behavior. ...
Purpose
Work ability as a predictor of early retirement or lengthy/frequent sick leaves becomes more and more relevant due to the demographic change. Therefore, factors, which affect employees’ work ability, need to be further examined with a theoretical base. According to Karasek’s job demands–control (JDC) model, high job demands and low control are related to poor employee health. The subsequent job demands–control support (JDCS) model proposed that a lack of support, also from leaders, has a negative impact on health indicators. This article looked at whether destructive leadership reinforces the negative influence of high job demands on employees’ work ability.
Methods
We used the BAuA Working Time Survey waves 2015, 2017, and 2019 (BAuA-WTS), which are representative of employees in Germany. Our data set covers 2448 respondents, who took part in all three waves. Central to the analyses were the variables job demands, control, destructive leadership, and work ability.
Results
Results from pooled ordinary least squares (OLS) and fixed effect (FE) models revealed that job demands influenced work ability negatively, whereas neither control by the employee nor the interaction of job demands and control was significant regarding effecting work ability in the FE models. Destructive leadership exerted a negative effect on work ability and moderated job demands significantly in the FE models meaning a further decrease in work ability.
Conclusion
Leadership behavior should be further examined as an important factor for work ability.
... This article posits an emergent theme from the research questioning, if we do not have principled leadership we can be left with pseudo-transformational leaders who can be destructive while remaining authentic and true to themselves (Einarsen et al., 2007;Lavigne, 2022;Lumby, 2019;Padilla et al., 2007;Shaw et al., 2011;Schyns & Schilling, 2013). Einarsen et al. (2007) defined a destructive leader as: a bully, abusive, undermining, self-gratifying, and deviant to the extent of being corrupt (p. ...
... The study uncovered that through the journey of becoming authentic or integrating authentic leadership there was a need to understand one's identity and the interplay of whether you can be principled and be authentic or do you have to be authentic to be principled? Either way, the concern that without either what you could be left with are pseudotransformational leaders who are described as being destructive leaders (Einarsen et al., 2007;Padilla et al., 2007;Schyns & Schilling, 2013;Shaw et al., 2011). ...
This article emerged from a doctoral study that explored Nova Scotia university leaders’ leadership beliefs and values, and change agency approaches. “Principled leadership” was conceptualized as an expansion of authentic leadership theory and involved – authenticity (identity), spirituality, and love (an ethic of care). Principled leadership was examined as a possible approach which could facilitate successful change agency. The leader-participants included university presidents, vice-presidents, directors, and deans. A key finding was that leaders were operating within a conceptualization of authenticity. They held honesty, integrity, and trust as critical to their change agency. Another finding was that principled leadership offered an antidote to the depredations on positive leadership resulting from neoliberalism that has seriously impacted Canadian higher education. This study raised questions surrounding the nature of authentic leadership and identity; that is, the core of authenticity is knowing oneself and being true to one’s own values, but what if a leader has “drunk the Kool-Aid of neoliberalism” thereby truly believes that their top-down, autocratic (or destructive leadership) approach was ‘efficient’ (a neoliberal tenet) and crucial to organizational effectiveness and change agency. Can they still be considered authentic leaders? Thus, this study indicated that principled leadership was a useful expansion of Avolio and his colleagues’ authentic leadership theory.
... Key positive themes centred on open engagement, caring support, psychological safety for idea sharing, and advancement opportunities. Destructive patterns involved poor communication and collaboration, untrustworthiness, unaddressed issues, interpersonal disconnection, and outright abusive behaviours (Krasikova et al., 2013;Schmidt, 2008;Shaw et al., 2011). ...
... The failure to provide development opportunities and recognition also contrasts with the strong desire for growth expressed by participants. This developmental neglect constitutes passive and destructive leadership (Shaw et al., 2011;Skogstad et al., 2007). Prioritising staff advancement is critical. ...
Orientation: The complexity of higher education highlights leadership’s significance. Effective leadership ensures quality education and institutional survival, with senior academics (specifically, professors and associate professors) greatly influencing reputation and research. Exploring senior academics’ leadership experiences is therefore crucial.Research purpose: This study aimed to explore senior academics’ experiences of leadership behaviours at a South African higher education institution, extracting their experiences of positive and negative behaviours.Motivation for the study: Senior academics play significant roles, with vital teaching, research, and reputation contributions to the quality of the university’s educational service. Despite numerous leadership studies, none have explored senior academics’ experiences in South Africa.Research approach/design and method: In this study, a qualitative descriptive design was employed to investigate the experiences and perspectives of 14 senior academics. The participants were selected using stratified random and snowball sampling techniques.Main findings: Participants experienced positive, effective behaviours and negative, destructive behaviours, highlighting the complexity of leadership experiences through contrasting experiences. Positive, effective leadership behaviours include constructive engagement, compassionate support, psychological safety and enabling growth. Negative, destructive leadership behaviours include poor communication and collaboration, eroding integrity and regard, unresolved issues, depersonalisation and toxic practices.Practical/managerial implications: Understanding experiences and implementing recommendations could incorporate positive leadership behaviours into competency frameworks for human resources practices. Awareness of the leadership ethos dichotomy can potentially establish a unique and characteristic leadership culture.Contribution/value-add: This study provides senior academics’ leadership behaviour perspectives and produces lists of positive and negative leadership practices.
... Ineffective leadership has been noted to cause increased occupational stress and lower employee morale due to negative feelings, attitudes, and behaviors; as a result, this can decrease organizational productivity and financial gains [2][3][4][5]. Leaders must create a safe, trusting environment to establish clear boundaries, accountability structures, communication channels, appropriate hierarchy, and role clarity [6]. By proactively training pharmacy academic administrators on these leadership competencies, institutions can curb occupational stress and turnover, boost morale and financial performance, and better achieve educational outcomes. ...
... Not all respondents provided demographic information and thus category percentages may not equal 100%.2 Respondents could select more than one option.3 Of those who chose PGY1 and/or PGY2, one indicated it to be an administration-focused residency. ...
Limited research exists on the preparedness of pharmacy academic administrators for their roles. This cross-sectional survey aimed to explore the self-perceptions of pharmacy academic administrators, including deans, associate deans, assistant deans, department chairs, and directors, within United States-based Colleges or Schools of Pharmacy. Participants answered questions regarding their demographics, self-perceived readiness for administrative roles, self-perceived leadership skills, and strategies used to develop these skills. Data were analyzed using descriptive statistics, and subgroup comparisons were made using Student’s t-test for normally distributed continuous variables, Mann–Whitney tests for ordinal variables or non-normally distributed continuous variables, and Chi-squared tests for nominal variables. A total of 193 responses were analyzed. Respondents reported feeling least prepared in two areas: entrepreneurial revenue and handling grievances and appeals. There were gender differences noted in preparedness to conduct performance reviews, manage unit finances, and develop entrepreneurial revenue, with men rating themselves significantly higher than women in all three areas. Despite high self-ratings of leadership skills in the overall cohort, significant gender differences were noted in micromanagement with men rating themselves lower than women. Seeking advice from senior colleagues was the most used development strategy, and women showed a significantly higher preference for programs facilitated by professional organizations. This study contributes valuable insights into the preparedness of pharmacy academic administrators to inform future strategies that better support individuals to be successful in their roles.
... Micromanagement has been long categorized as destructive leadership behaviors and a long-standing problem in public administration (Behn, 1995;Shaw et al., 2011;White, 2010). ...
... Micromanagers exhibit control over an employee "in every particular and to the smallest detail" with the effect of harming their development (White, 2010, p. 71). They are unwilling to share power or delegate, do not trust employees to work autonomously, are obsessed with unnecessary details, but forget the bigger picture (Shaw et al., 2011;White, 2010). They also play favorites and manipulate and blame subordinates for mistakes (White, 2010). ...
... In opposition to the assessment of how leadership can positively influence these factors, which is the predominant focus within the LOPR Trend, new contributions can also address the emerging focus of research about how destructive and abusive leadership behaviors can detrimentally impact organizational performance (Bhattacharjee and Sarkar 2024;Itzkovich et al. 2020). This shift toward a more nuanced understanding of leadership includes exploring the effects of how a leader violates the organizational interests by sabotaging the organization's goals, resources, and/or the well-being of his subordinates and its reflection on performance (Shaw et al. 2011). Such investigations are crucial for providing a comprehensive view of leadership's role within organizations, acknowledging that leadership influence can extend in both positive and negative directions (Bhattacharjee and Sarkar 2024;Itzkovich et al. 2020). ...
Leadership is recognized as playing a crucial role in the organization’s performance and success. As a result, the scientific literature on leadership has become quite extensive, making it difficult to identify and understand the current state of research. Most literature studies focus on a specific aspect of the field or a limited time frame, providing a fragmented view of the overall landscape. Therefore, this research aims to provide new insights into the current state of research through two studies. Using advanced Natural Language Processing (NLP) techniques, the first study focuses on identifying emerging research trends in the field through a Latent Dirichlet Allocation (LDA) model, providing insights into future areas of interest and investigation. The second study centers on analyzing consolidated research patterns through co-word and network analysis, shedding light on the connections and interrelationships between leadership research topics. By applying these techniques to a comprehensive dataset of 56,547 research papers gathered from Web of Science and Scopus, this study provides a detailed understanding of the current state of leadership research and identifies potential areas for future exploration. Five research trends were identified: (1) Leadership and Digital Transformation Research (LDTR); (2) Leadership and Organizational Performance Research (LOPR); (3) Educational Leadership Research (ELR); (4) Leadership Practices and Development Research (LPDR); and (5) Gender and Diversity Leadership Research (GDLR). Combining these five research trends with the consolidated research patterns identified, we propose several research directions identified for advancing leadership studies.
... Mousa et al., 2021 ;Fischer et al., 2021 ;De) Hoogh et al., 2021;Kim et al., 2020;Mergen & Ozbilgin, 2021;Einarsen et al.,2007 ;Schyns & Schilling, 2013Zhang et al., 2021Siddique et al., 2020;Shaw et al., 2011 ;Reed & Bullis, 2009;Mohamed, 2018 ...
... No theoretical basis for this action was offered. Likewise, the "micro-managing and over-controlling" subscale in the Destructive Leadership Questionnaire (Shaw et al., 2011) lacks theoretical grounding and confounds MM with antecedents (e.g., distrust, power motives) and other leadership styles (e.g., autocratic leadership). Similar issues emerged when scrutinizing an MM scale explicitly developed for a research project (Skiba et al., 2016). ...
... 이러한 리더는 조직 구성원의 업무를 지속적 으로 확인하고, 구성원에게 해야 할 일과 그 방법을 지속적으로 지시한다 (White, 2010). 또 한, 업무의 세부 사항에 세심한 주의를 기울이면서 업무 위임을 꺼리고, 의사 결정 과정에 서도 조직 구성원의 참여를 중요시한다는 특징을 가진다(Bielaszka-DuVernay, 2007;Stephen, 2020 (Brandebo, 2021;Roneney & Gottlieb, 2007;Shaw et al., 2011Shaw et al., , 2014. 먼저, Roneney와 Gottlieb (2007) (Detert & Burris, 2007;Dineen et al., 2006). ...
The purpose of this study is to validate the micromanagement measurement developed by Sulphey and Upadhyay (2019). We translated the micromanagement measurement for validation and conducted content validity analysis. The preliminary study has showed that the subfactor structure of the instrument items was verified. In the main study with 392 individuals from Korean employees. Our analysis included factor analysis, reliability analysis, and Rasch model. The results indicated that one item with a low factor loading was removed, leaving the measurement of 14 items in four factors. The study revealed a significant association between micromanagement and organizational silence, as well as passive aggression in Korean organizations. We discuss the expected interpretations, practical applications and theoretical implications. Based on the findings, theoretical and practical implications were further discussed.
... First, we searched the reference sections from recent meta-analyses (i.e., Mackey et al., 2017Mackey et al., , 2019Mackey et al., , 2021Park et al., 2019;Schyns & Schilling, 2013;Zhang & Bednall, 2016) and reviews (i.e., Krasikova et al., 2013;Martinko et al., 2013;Tepper, 2007;Tepper et al., 2017) of destructive leadership for relevant primary studies to include in our data set. Second, we used Google Scholar to systematically search for studies that cited destructive leadership measure development papers (i.e., Cortina et al., 2001;Duffy et al., 2002;Larsson et al., 2012;Schmid et al., 2019;Shaw et al., 2011;Tepper, 2000;Thoroughgood et al., 2012). Third, we used Google Scholar to search for studies that included abusive, aversive, bullying, corrupt, derailed, despotic, destructive, evil, exploitative, incivility, insincere, insular, narcissistic, negative, personal (ized), charismatic, petty, pseudo-transformational, psychopathic, toxic, tyrannical, or undermining and supervision or leadership anywhere in the full text. ...
Prior organizational research has shown that destructive leadership adversely affects followers’ job satisfaction. However, we still have an incomplete understanding of why the strength of this relationship varies across contexts. In this study, we leverage implicit leadership theory to explain why cross-national differences in cultural values moderate this relationship. First, drawing on implicit leadership theory, we develop theory-based predictions about why the cultural value dimensions from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) study explain differences in the strength of this relationship across countries. Then, we aggregate findings from 51 primary studies ( k = 51, N = 16,870) conducted across 12 countries to test our hypotheses. Our results indicate that the negative relationship between destructive leadership and job satisfaction weakens in magnitude as uncertainty avoidance, future orientation, power distance, and assertiveness values increase. Conversely, the negative relationship between destructive leadership and job satisfaction strengthens in magnitude as institutional collectivism, in-group collectivism, humane orientation, performance orientation, and gender egalitarianism values increase. We also demonstrate the independent, relative, and collective predictive validity of GLOBE’s cultural values as moderators of the relationship between destructive leadership and followers’ job satisfaction. Collectively, our findings (1) indicate that cross-national differences exist in the relationship between destructive leadership and followers’ job satisfaction and (2) highlight the need to consider destructive leadership in light of the broader cultural context in which it is being examined.
... Stress caused by a working environment is known as occupational stress and globally considered to be among the topmost serious health issues. Occupational stress can be described as a mental and physical condition that can create negative organizational and individual outcomes [24,[33][34][35][36][37][38][39]. The World Health Organization (WHO) defined occupational stress as "the response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope" [40]. ...
The concept of stress can be considered so multifaceted that one single process or definition does not explain the whole phenomenon. Physical or psychological demands, known as stressors, can cause strain. Stress can be identified as the process in the body for adapting to influences, changes, demands, and strains to which it is exposed. Stress caused by a working environment is known as occupational stress and globally considered to be among the topmost serious health issues. Stress and burnout have reached all-time highs across various professions as stressors have become assiduous and indeterminate - employers and employees alike are scrambling to return to normalcy in the working environment. Burnout results from the physical, mental, and psychological reactions from experiencing prolonged stress. Burnout, considered an occupational phenomenon rather than a medical condition, is often exacerbated with depression and anxiety leading to concerns of employee well-being and mental health. The progressive escalation of occupational stress and burnout has gained attention from global organizations and as the nature of work continues to evolve, understanding occupational stress can support initiatives for managing it.
... First, we searched the reference sections from recent meta-analyses (i.e., Mackey et al., 2017Mackey et al., , 2019Mackey et al., , 2021Park et al., 2019;Schyns & Schilling, 2013;Zhang & Bednall, 2016) and reviews (i.e., Krasikova et al., 2013;Martinko et al., 2013;Tepper, 2007;Tepper et al., 2017) of destructive leadership for relevant primary studies to include in our data set. Second, we used Google Scholar to systematically search for studies that cited destructive leadership measure development papers (i.e., Cortina et al., 2001;Duffy et al., 2002;Larsson et al., 2012;Schmid et al., 2019;Shaw et al., 2011;Tepper, 2000;Thoroughgood et al., 2012). Third, we used Google Scholar to search for studies that included abusive, aversive, bullying, corrupt, derailed, despotic, destructive, evil, exploitative, incivility, insincere, insular, narcissistic, negative, personal (ized), charismatic, petty, pseudo-transformational, psychopathic, toxic, tyrannical, or undermining and supervision or leadership anywhere in the full text. ...
... Owner-managers, however, tend to avoid seeking support from co-workers (Cocker et al. 2012), because co-workers are more accurately, employees (Forsman 2008). Thus, in most cases, disclosing stress-related problems to employees is inappropriate (Legg et al. 2015), or worse, may endorse greater stress through the process of emotional contagion, that is, the tendency of an individual to influence the emotions of others (Barsade 2002), particularly as a leader (Shaw, Erickson, and Harvey 2011), or manager, who is anxious (Friedman and Riggio 1981) or stressed (Dalton et al. 2013;Engert et al. 2014). ...
... Shaw, Erickson e Harvey (2011), em seu estudo que buscou desenvolver uma medida da natureza da liderança destrutiva nas organizações, identificaram a existência de sete tipos de líderes destrutivos. Mas, apesar dos efeitos prejudiciais que a liderança destrutiva pode causar para os resultados organizacionais (Bianchi et al., 2017;Greenbaum et al., 2015), ela costuma ser mal diagnosticada e/ou mal administrada, uma vez identificada nas organizações (Fischer, Wei, Lee, & Hughes, 2022;Shaw et al., 2011). Tais achados são fundamentais para desconstruir o foco romantizado que a figura do líder ainda carrega tanto na literatura quanto nas organizações. ...
Organizational practice indicates the existence of a dichotomy between the prescribed (PLM) and real (RLM) leadership models. The present study investigates and explains this dichotomy. For data collection, a semi-structured interview with experts was used which was based on the Critical Incident Technique (CIT), and applied to 10 professionals to capture the perception of respondents about PLM and RLM. The interviews were audio recorded and transcribed. Research data were systematically gathered using version 11.0 of the "NVivoTM" software and the grounded theory approach was applied for the analysis and interpretation of data. Lexical analysis methods were used. The PLM and RLM reported by respondents were compared and analyzed. The results indicate that, for the people interviewed, there is a dichotomy between PLM and RLM. The study contributes to the theoretical advance on the subject and to the improvement of the exercise of leadership in organizations.
... Leadership research has been influenced by a growing desire to learn effective ways to lead (Schyns and Schilling, 2013;Shaw, Erickson and Harvey, 2011). Majority of these studies have focused more attention on the positive side of leadership and subsequently perceive leader-member relationship as a positive phenomenon and outcome (Aasland et al., 2010;Otto et al., 2018). ...
Purpose
The purpose of this paper is to establish a relationship between pay satisfaction and leader–member relationship and examine pay satisfaction as a moderator of the relationship between toxic leadership and LMX among public sector nurses in Ghana.
Design/methodology/approach
Using a cross-sectional survey approach, the authors used questionnaires to collect data from 225 nurses working in public hospitals in Ghana. The hypotheses were tested using covariance-based structural equation modelling.
Findings
The results of this study revealed that pay satisfaction levels of nurses had an influence on leader–member exchange (LMX). The results further showed that pay satisfaction as a moderator of the relationship between toxic leadership and LMX was not statistically significant.
Research limitations/implications
Cross-sectional surveys are often criticised for causality issue. The causality issue here is that the link between toxic leadership, pay satisfaction and LMX was explored at a given point in time and ignores changes through time.
Practical implications
Hospitals must encourage their leaders to demonstrate more supportive and positive behaviours to foster positive leader–member relationships. Maladjusted, malcontent and malevolent leadership behaviours are dangerous for nurses and hospitals and can be addressed through leadership training and development.
Social implications
Toxic leadership has considerable organisational costs of low productivity and negative work relationship at the workplace. The indirect effects of toxic leadership at the workplace on employees’ families and friends are often silent in organisations.
Originality/value
Nurses have been ignored in toxic leadership research in emerging economies. LMX is extended to examine toxic leadership and pay satisfaction in public hospitals in an emerging economy.
... Für die empirische Erfassung liegen unterschiedliche Erhebungsinstrumente vor, die hinsichtlich ihrer psychometrischen Güte überprüft wurden. Neben der inzwischen vielfältig übersetzten Abusive Supervision Scale (Tepper 2000) sind die Destructive Leadership Scale (Einarsen et al. 2002), das Destructive Leadership Questionnaire (Shaw et al. 2011) und die Petty Tyranny Scale (Ashforth 1994) gebräuchlich. ...
Zusammenfassung
Die Beziehung zwischen Führungskraft und Beschäftigten gilt als wichtiger Einflussfaktor auf psychisches Wohlergehen am Arbeitsplatz. Mit Begriffen wie Toxic Leadership oder Abusive Supervision ist betriebliche Führung zuletzt häufiger in ihren dysfunktionalen Anteilen beschrieben worden. Der Artikel stellt die Ergebnisse eines systematischen Reviews zum Zusammenhang von destruktiven Führungsformen und psychischer Beschäftigtengesundheit dar. Auf Grundlage definierter Einschlusskriterien und einer systematischen Literaturrecherche konnten 36 Primärstudien identifiziert werden. Als Indikatoren für psychische Beeinträchtigungen wurden (1) subklinische Symptome psychischer Störungen (2) Burn-out und emotionale Erschöpfung sowie (3) allgemeine Merkmale für aversiv erlebte psychische Beanspruchung erfasst (z. B. erhöhtes Stresserleben). Es ergab sich eine gepoolte Effektstärke von r = 0,31 (CI95 0,26–0,37). Aufgrund der überwiegend querschnittlichen Studiendesigns, einiger Limitationen in der Erfassung destruktiver Führung sowie ermittelter Hinweise für das Vorliegen von Publikationsverzerrungen erfolgt eine methodenkritische Diskussion des gegenwärtigen Forschungsfeldes.
Praktische Relevanz: Die Ergebnisse legen nahe, destruktive Führungsformen auch in Praxisfeldern verstärkt unter einer systemischen Perspektive zu betrachten. Eine Überwindung des Leader-Zentrismus wird als wichtige Voraussetzung zur Ableitung zielgerichteter Präventionsmaßnahmen diskutiert. Dazu könnte die Etablierung von Führungskräfte-Trainings gehören, die der Entwicklung destruktiver Führungsformen vorbeugen.
... In addition, even high quality leaders suffer lapses and engage in negative leadership, with meta-analyses indicating significant correlations (i.e., >0.5) between transformational leadership and laissez-faire (or passive) leadership. 26,27 In turn, "bad" leaders do not limit themselves to one type of destructive leader behavior, 28 highlighting the need to understand the simultaneous effects of different leadership behaviors. Simultaneously studying transformational, passive and over-controlling leadership, as well as abusive supervision, thus allows for a more nuanced evaluation of their effects during surgery. ...
Liderlik konusu her zaman merak edilen, araştıran ve araştırmaya devam edilen bir konudur. Çünkü liderlerin davranışları ve kararları toplum ve işletmeleri derinden etkilemektedir. Haliyle liderlik çalışmaları liderlik özelliklerinin örgütleri nasıl başarıya ulaşabileceğinin yanı sıra nasıl başarısızlığa götürebileceğine dair kanıtlar sunmaktadır. Hubris sendromu ve hubristik davranışlara ilişkin kapsamlı bir akademik yazın olmasına rağmen Hubristik Liderliği değerlendirecek nitelikte elverişli bir ölçme aracı bulunmamaktadır. Bu problemden hareketle çalışmanın amacı çok boyutlu Hubristik Liderlik Ölçeği geliştirmek ve test etmektir. Sağlık çalışanları ve akademisyenler ile gerçekleştirilen yarı yapılandırılmış görüşmelerin analizinden elde edilen ve uzman görüşü ile son hali verilen 35 maddelik Hubristik Liderlik Ölçeği 491 öğretim elemanı ve öğretim üyesine uygulanmıştır. Keşfedici ve doğrulayıcı faktör analizi sonucunda, güvenilir, yakınsak ve ayırt edici geçerliliğe sahip, 35 madde ve altı boyuttan oluşan Hubristik Liderlik ölçeği elde edilmiştir. Elde edilen boyutlar büyüklük sanrısı, istismar etme, küçümseme ve aşağılama, güç baskısı, sosyal beğenirlik ve imaj olarak isimlendirilmiştir. Elde edilen bulgular ışığında Hubristik Liderlik Ölçeğinin geçerli ve güvenilir bir ölçüm aracı olduğu sonucuna ulaşılmıştır.
Approximately 15% of workers are exposed to bullying in their workplace. However, few studies appear to have been conducted in nonprofit and voluntary organizations. This scoping review explored prevalence and structural and contextual factors that influence bullying in nonprofit and voluntary organizations. From a capture of 671 papers, 54 were assessed for eligibility and 18 full‐text articles were reviewed. Bullying is prevalent in nonprofit and voluntary organizations at the same or higher levels as other sectors, with sexual harassment appearing to be a serious problem in the context of fundraising. A synthesis of papers found a suite of factors presented in four themes; complex and unique power relations, the exploitation of virtuosity, the exercise of hegemonic power, and asymmetrical power and extreme dependency, which together act to stabilize the presence of bullying in nonprofit and voluntary organizations. Such dynamics need to be disrupted for intervention to occur. Further research is needed on how volunteers “sense‐make” in the face of dissonance between organizational mission and behavior, intervention evaluation, and regulating philanthropic donation to reduce donor dependence.
Purpose
The study aims to attain insights into the impact of destructive leadership and citizenship pressures in inducing employee silence through the lens of social exchange and the conservation of resources theory. The research further relies on Friedkin’s attitude-behaviour linkage framework (2010), while taking into account the role of employees’ defensive cognitive evaluations, as against the previously accented emotion-focused explanations.
Design/methodology/approach
In order to corroborate the pertinence and contextual relevance of the framework, a survey-based study was conducted with a purposively selected sample of 133 full-time employees from the systemically important banks. The sample size was determined through an a-priori power analysis using G*Power, and the hypothesized serial mediation model was tested using PLS-SEM in SmartPLS v_4.0.
Findings
The findings accentuate the significance of destructive leadership in navigating employees’ silence directly and serially through continuance commitment and compulsory citizenship behaviours. The study also underlines that rather than being portrayed as unidimensional outcomes centered on attitudes, employee behaviours ought to be considered contingent retorts under attitude-behaviour cascades.
Originality/value
The study contributes to strategic human resource management literature by offering a cognition-based explanation for employees’ silence, taking Pakistan’s cultural and contextual orientation into cognizance. Extending on the attitude-behaviour linkage framework, the study provides that attitudes shaped by defensive cognitive evaluations may concurrently foster involuntary (citizenship) as well as voluntary (silence) behaviours.
Abstract: This article aims to investigate the impact of toxic leadership (TL) on counterproductive work behavior (CWB) with the mediating roles of organizational cynicism
(OC) and organizational injustice (OIJ), using 392 questionnaires collected from employees
working in the Egyptian higher education sector. The data are examined using AMOS 25 for
structural equation model (SEM) analysis. The results show that toxic leadership positively
affects CWBs, organizational cynicism, and organizational injustice. Furthermore, organizational cynicism positively affects CWBs, and organizational injustice significantly affects
CWBs. Finally, organizational cynicism and injustice partially mediate the relationship
between toxic leadership and CWBs. This study adds novelty to the literature by exploring
the influence of toxic leadership on CWBs, OC, and OIJ in Egypt’s higher education sector.
As a result, addressing the prevalence of toxic leadership and its ripple effects is essential
for fostering sustainable organizational cultures. Sustainable work environments prioritize
fairness, employee well-being, and positive leadership practices, reducing counterproductive behaviors. Finally, this article reviews the limitations but also assesses the substantial
contributions to theory and practice made by the paper.
Keywords: toxic leadership; organizational cynicism; organizational injustice; counterproductive work behavior; and sustainable work environments
Míg a „jó” vezetés évtizedek óta a vezetéselméleti kutatások tárgyát képezi, addig a „rossz” vezetés kutatása hiánypótló. A vezetés árnyoldalait sokan tapasztalják meg a munka világában, ennek ellenére kevés az ezzel kapcsolatos kutatás Magyarországon. A szerzők célja a „toxikus”-nak észlelt vezetés megértésének elősegítése, feltárva annak alapvető jellemzőit és hatásait, valamint a lehetséges szervezeti intervenciókat és megküzdési módokat. Ehhez egyrészt megvizsgálták a nemzetközi szakirodalmat, másrészt egy magyarországi mintán kísérletet tettek annak feltárására, hogy összhangban állnak-e a magyar tapasztalatok a nemzetközi kutatások eredményeivel. A kvalitatív szakaszban vezetők és szakértők (N=15), valamint munkavállalók (N=76) megkérdezése révén megvizsgálták a toxikus vezetés ismérveit, 658 mondatrész tartalomelemzése révén, a kvantitatív szakaszban pedig egy online kérdőíves kutatás (N=198) keretében a toxikus vezetés dimenzióit elemezték (nárcizmus, önfényezés, kiszámíthatatlanság, abuzív bánásmód és tekintélyelvűség), amihez a Schmidt-féle toxikus vezetés skála tételeit használták fel.
The study intended to investigate the role of destructive leadership behavior, and teachers’ demographic characteristics on teachers’ social engagement with students in colleges of teacher education in the State of Amhara. A mixed method with an explanatory sequential design was employed. 397 teachers and 366 students participated in the quantitative data collection (questionnaire), whereas the qualitative data were collected with the help of interviews with college deans and teachers. Data collected through a questionnaire was analyzed through descriptive and inferential statistics. On the other hand, narration and interpretation were employed for qualitative data analysis. Findings revealed that deans’ destructive leadership behavior was exhibited significantly. Teachers were socially engaged with students (t (396) = 58.902, d = 0.54, p = .000). Deans’ destructive leadership behavior and demographic characteristics explain teachers’ social engagement with students. However, demographic characteristics only have a minimal contribution in explaining teachers’ social engagement with students. In conclusion, demographic characteristics have no role in teachers’ social engagement with students but destructive leadership behavior plays a role. Finally, recommendations were forwarded to potential stakeholders.
إن البحث الحالي يسعى إلى معرفة طبيعة العلاقة بين القيادة المدمرة والرهاب في معمل اسمنت الكوفة, اذ تتمثل أهميته في تناوله لمتغيرين حساسين جداً في بيئة الاعمال والأهم من ذلك هو حجم التحدي الذي واجهه الباحث في طرحه لمتغير القيادة المدمرة عند جمعه للبيانات، فضلاً عن وضع الأسس الصحيحة والمناسبة لمعالجة مشكلة واقعية تؤثر بصورة مباشرة على بيئة العمل في أحد أهم المؤسسات الصناعية العراقية ، لذا قام الباحث بإستخدام طريقة العينة العشوائية وتوزيع 168 استبانة على عدد من الموظفين والموظفات في المعمل المذكور. وكان عدد الاستبانات المسترجعة 148 إستبانة، أما الصالحة للتحليل الإحصائي فقد بلغ عددها (145) استبانة وبمعدل (87%) من الاستبانات المسترجعة، وتم تحليلها بوساطة البرنامج الإحصائي المتقدم AMOS v.20 فضلاً عن البرنامج الاحصائي SPSS v.18. وأظهرت النتائج النظرية وجود فجوة معرفية لتفسير طبيعة العلاقة بين القيادة المدمرة والرهاب في المنظمات بشكل عام وفي المعامل الصناعية بشكل خاص, كما أظهرت النتائج التطبيقية وجود تأثير معنوي وموجب للقيادة المدمرة في الرهاب.
المستخلص إن البحث الحالي يسعى إلى معرفة طبيعة العلاقة بين القيادة المدمرة والرهاب في معمل اسمنت الكوفة, اذ تتمثل أهميته في تناوله لمتغيرين حساسين جداً في بيئة الاعمال والأهم من ذلك هو حجم التحدي الذي واجهه الباحث في طرحه لمتغير القيادة المدمرة عند جمعه للبيانات، فضلاً عن وضع الأسس الصحيحة والمناسبة لمعالجة مشكلة واقعية تؤثر بصورة مباشرة على بيئة العمل في أحد أهم المؤسسات الصناعية العراقية ، لذا قام الباحث بإستخدام طريقة العينة العشوائية وتوزيع 168 استبانة على عدد من الموظفين والموظفات في المعمل المذكور. وكان عدد الاستبانات المسترجعة 148 إستبانة، أما الصالحة للتحليل الإحصائي فقد بلغ عددها (145) استبانة وبمعدل (87%) من الاستبانات المسترجعة، وتم تحليلها بوساطة البرنامج الإحصائي المتقدم AMOS v.20 فضلاً عن البرنامج الاحصائي SPSS v.18. وأظهرت النتائج النظرية وجود فجوة معرفية لتفسير طبيعة العلاقة بين القيادة المدمرة والرهاب في المنظمات بشكل عام وفي المعامل الصناعية بشكل خاص, كما أظهرت النتائج التطبيقية وجود تأثير معنوي وموجب للقيادة المدمرة في الرهاب.الكلمات الرئيسة: القيادة المدمرة، الرهاب ، معمل اسمنت الكوفة في محافظة النجف الاشرف.AbstractThe current research seeks to know the nature of the relationship between destructive leadership and phobia in the Kufa Cement Factory. It is important to deal with two variables that are very sensitive to the business environment and, more importantly, the size of the challenge facing the researcher in introducing the destructive variable of the data collection. As well as establishing the right and appropriate foundations to address a real problem that directly affects the work environment in one of the most importantIraqi industrial enterprises. Therefore, the researcher used random sample method and distributed 168 questionnaire to a number of employees and employees And female staff in the Factory.The number of questionnaires retrieved was 148, and Valid for statistical analysis (145) and 87% of the retrieved responses . It was analyzed by the AMOS v.20 Advanced Statistical Program as well as the Statistical Program SPSS v1.8.The theoretical results showed a knowledge gap to explain the nature of the relationship between destructive leadership and phobia in organizations in general and in industrial Factories in particular. The results showed that there is a significant and significant impact of destructive leadership in phobia.Key words: destructive leadership, phobia, Kufa Cement Factory in province of Najaf.
Prior research has investigated how narcissistic executives affect firm policies and outcomes and how these executives influence colleagues and followers. However, almost no research exists concerning the impact of narcissistic executives on external agents. We examine the case of credit ratings—where analysts are required to assess management competence and where undue management influence is a concern—to determine whether narcissistic CEOs exert an effect on their firm’s rating. Using the size of the CEO’s personal signature to measure narcissism, we find that CEO narcissism is associated with worse credit ratings. This effect is attenuated when firms face greater financial constraints, higher industry competition, and more concentrated institutional ownership. Our study contributes to the growing body of literature on CEO narcissism and suggests that these manipulative individuals are unable to exert an obvious upward influence on credit rating agencies.
While the Air Force espouses the values of integrity, service, and excellence, a startling amount of divergent behavior is still observed in both officer and enlisted personnel. Twenty-two Air Force field grade officers attending the Command and General Staff College in-residence participated in quantitative research that measured the relationship between leadership styles and destructive leadership behavior. Results showed field grade officers experienced more passive destructive leadership behavior (DLB) than active DLB; transformational leadership appear to have a stronger negative relationship with DLB, while passive avoidant leadership had a positive relationship with DLB. These findings support additional research, which could be a useful tool at measuring unit climate or to optimize leadership curriculum.
This study aims at enhancing the harmonious role of leadership and management within organizations to achieve
results. Specifically, I have explored the detrimental effect of the leadership process that does not take place in performing
and responsible management. Drawing from the insights of Peter Drucker and Thoroughgood et al.'s studies on management
and destructive leadership, I have proposed a conceptual framework comprising two figures. The first figure outlines the key
pillars of a performing structure as an integral part of management viewed as a system. The second figure highlights how
these pillars can create an environment conducive to destructive leadership when they go wrong by strengthening the role of
toxic, flawed, or ineffective leaders while making followers more susceptible to their influence.The research shows that
while nothing can deter destructive leadership from emerging, a performing structure canprevent its developmentand
harmful impact within organizations.
Various styles of leadership have the potential for positive and negative influence on employees and organization. The monograph offers a new approach and proposes the systematic analysis of negative leadership traits and behaviors through the broadening of existing approaches (based on employees’ orientation and organizational orientation) by analyzing them together with a third dimension: leader’s traits, which will allow us to analyze the intent of the leader. Based on this approach, the monograph introduces the term: fake leadership, characterized by an emphasis on individual goals of the leader (regardless of their importance for the organization) coupled with intentional anti-employees and anti-organizational behaviours. Such leaders operate with intent to engage in negative behaviors towards employees and organization, simultaneously aiming at hiding such intent. The monograph introduces and empirically verifies various models explaining the mechanisms, through which fake leadership negatively influences job performance of employees and organizational reliability based on intraorganizational trust and positive job-related attitudes (work motivation, job satisfaction, work engagement, organizational commitment), as well as negative job-related attitudes (work disengagement, job dissatisfaction, work demotivation), tend to hide errors, which is coupled with the number of management and employees’ errors. These models reference the concept of authentic leadership, which is chosen as a positive alternative to the described fake leadership.
Destructive leadership has been thoroughly described in the literature. As the term itself indicates, destructive leadership is a leadership style that violates the well‐being or job satisfaction of subordinates, and destroys value for the organization directly, or through less motivated and effective employees. Despite such negative effects, some members might prosper from it and may even support destructive leadership. Worse, sometimes destructive leaders are promoted. If the organization rewards destructive leaders with promotions and responsibility, followers may see these behaviors as a way to get ahead and destructive behavior can become a part of the organizational culture. The literature still reports increased turnover intentions. In the current article, the consequences of destructive leadership on leaders and followers are examined. Specifically, destructive leadership is examined through a literature review and by using Gresham's law as an analogy. Gresham's law states that “bad money drives out good money,” and the current article demonstrates that a Gresham‐tendency can also be observed for leaders under certain circumstances. Thus, the current study converts Gresham's law into a conceptual model for the evolution of destructive leadership in organizations. The proposed model qualitatively describes how various types of destructive leaders influence the organization under certain circumstances.
ABSTRACT
Mental health is a core component of any culture of excellence, but
it is also complex, and key stakeholders in elite sport struggle to
negotiate their roles and responsibilities in promoting it. In this
conceptual paper, we present the Team Denmark Applied Model
of Athlete Mental Health. The model is theory-driven, informed
by evidence, and intended for applied use; it was developed
heuristically through discussions in the Team Denmark sport
psychology team and validated in further discussion with
multiple stakeholders such as coaches and managers. The model
contains four levels of mental health in elite sport (a) the athlete,
(b) the training environment, (c) leadership, and (d) everyday life.
The four levels are situated in the greater context of Danish
society and culture. The four levels are divided into three colours
(green, yellow, and red) that describe the mental health of the
athlete, the degree to which the environment supports athlete
mental health, and the required mental health interventions. The
model contains two key messages. First, efforts to promote
mental health should target all athletes and not only those that
are languishing. Second, athlete mental health is not confined to
the individual athlete. The model provides stakeholders with a
lens through which they can analyse, talk about, and optimise
the way in which their sport environments support the mental
health of their athletes.
استهدفت هذه الدراسة الكشف عن الدور المعدل للعوامل الخمس الكبرى للشخصية في العلاقة بين القيادة السامة والقلق الوظيفي للعاملين بالهيئة القومية للتأمينات الاجتماعية بمحافظة الغربية، وقد اختبرت الدراسة تأثير نمط الشخصية (الانبساطية، ذات القبول، العصابية، ذات الضمير الحي، الانفتاح على الخبرات) في العلاقة بين القيادة السامة بأبعادها (إساءة الإشراف، النرجسية، القيادة الاستبدادية، عدم القدرة على التنبؤ، الترويج للذات) وبين القلق الوظيفي. وتمثل مجتمع البحث من جميع العاملين بالهيئة القومية للتأمينات الاجتماعية بمحافظة الغربية، وقد تم جمع البيانات المطلوبة من خلال إعداد قائمة الاستقصاء وتوزيعها على أفراد عينة الدراسة والبالغ عددهم 271 مفردة وكانت نسبة الاستجابة 87% ليصبح إجمالي عدد الاستمارات المستوفاة والقابلة للتحليل الإحصائي هي 236 استمارة. وتوصلت الدراسة إلى وجود علاقات ارتباط معنوية إيجابية بين الأبعاد المختلفة للقيادة السامة وبين الشعور بالقلق الوظيفي للعاملين، وكذلك وجود أثر ذي دلالة إحصائية لأبعاد القيادة السامة في القلق الوظيفي فيما عدا بعدي النرجسية، والترويج للذات. كما أن هناك تأثير معنوي إيجابي لنمط الشخصية في القلق الوظيفي. كما بينت النتائج أن نمط شخصية الفرد يعدل في حجم وطبيعة العلاقة بين القيادة السامة والقلق الوظيفي، حيث أن كل من نمط الشخصية الانبساطية، ذات القبول، الضمير الحي قد نتج عنها تقليل في درجة تأثير القيادة السامة في القلق الوظيفي.
The study aimed to explore the modified role of big five personality factors in the relationship between toxic leadership and job anxiety of employees at National Authority of Social Insurance at EL- Gharbiya Governorate. The study tested the effect of personality style (extraversion, agreeableness, neuroticism, openness to experience) in the relationship between the toxic leadership with its dimensions (abusive supervision, narcissism, authoritarian leadership, unpredictability, and self- promotion) and job anxiety. The population of research was composed of all employees in National Authority of Social Insurance at EL- Gharbiya Governorate. Questionnaire was used to collect the required data and was distributed to 271 employees, which represent the sample size of the study, The percentage of response was 87% and the number of completed and valid questionnaires for statistical analysis was 236 Questionnaire. The study reached that there is positive and significant relationship between the different dimensions of toxic leadership and job anxiety of employees. The results of the study also indicated that the dimensions of toxic leadership had significant effect on job anxiety except narcissism and self-promotion. Moreover, the results reflected that style of personality had a positive significant effect on job anxiety. Additionally, the results showed that the personality style of individual modifies the size and nature of the relationship between toxic leadership and job anxiety where extroversion, agreeableness, and conscientiousness resulted in decreasing the degree of impact of toxic leadership on job anxiety.
تناول الباحثون فى هذه الدراسة تحديد العلاقة بين القيادة السامة والإحباط الوظيفى، وذلك بالتطبيق على العاملين بقطاع التعليم بجامعة المنصورة، لتجميع البيانات تم تصميم قائمة إستقصاء وتوجيهها إلى عينة من العاملين بقطاع التعليم بجامعة المنصورة وتحديداً فى الفترة من 18/8/2022م حتى 19/9/2022م، وقد بلغ حجم العينة المختارة 363 مفردة، وقد إستجاب منهم 330 مفردة بمعدل إستجابة 90.9٪ وهى التى خضعت للتحليل الإحصائى.
لتحليل البيانات الأولية للدراسة قام الباحثون بإستخدام البرنامج الإحصائى SPSS V.26 لإدخال البيانات الأولية وتحليل فروض الدراسة، وقد إستخدم الباحثون معامل ألفا كرونباخ لحساب معامل الثبات، كما إستخدم الباحثون أيضاً معامل إرتباط بيرسون وأسلوب تحليل الإنحدار البسيط وإختبار ت وتحليل أنوفا للتحقق من مدى صحة فروض الدراسة.
وقد أوضحت نتائج التحليل الإحصائى وجود علاقة إرتباط معنوية طردية بين أبعاد القيادة السامة المتمثلة فى (الإشراف المسىء، والنرجسية، والترويج الذاتى، وعدم القدرة على التنبؤ) والإحباط الوظيفى، وعدم وجود علاقة إرتباط معنوية بين بُعد القيادة السلطوية أو الإستبدادية والإحباط الوظيفى بالنسبة للعاملين بقطاع التعليم بجامعة المنصورة.
This study was designed to examine the perceptions of secondary school principals regarding their leadership styles. The objectives of the study were: 1) to find the perceptions of secondary school principals relating to their leadership styles; 2) to find the difference between male and female principal leadership styles at secondary school level in urban areas; and 3) to examine the difference between male and female principal leadership styles at secondary school level in rural areas. The survey research design was adopted to achieve the objectives. The study included all secondary school principals in district Haripur. Two hundred (200) principals were chosen using a stratified random sampling technique and divided into strata of 100 males and 100 females. Data were collected through a self-constructed questionnaire based on a six-point scale, consisting of fifty (50) closed-ended statements. The instrument was made valid through judgmental validation. Its reliability coefficient was found to be 0.90. Statistical tools were used to analyze the collected data. The findings revealed that most secondary school principals were in favor of a transactional leadership style. Further, male, and female principals in urban areas were found to have the same overall leadership style. Furthermore, male principals in rural areas were found to have a better overall leadership style than female principals. It was recommended that the principal's style of leadership be a combination of all five leadership styles to meet the needs of all students and staff in the school. Workshops, conferences, trainings, and seminars might be organized by the education department, NGOs, and public sector universities to fill up the gaps between male and female principals' leadership styles in urban areas specifically and rural areas generally.
The study aimed to establish linkages among laissez-faire leadership, perceived organizational justice, employee-organization relationships, and employees’ negative megaphoning behavior. Through an online survey of 397 employees working in large and medium corporations in the United States and the structural equation modeling analysis of the data, this study revealed the following findings. Results showed that laissez-faire leadership and employees’ engagement in negative megaphoning behavior were positively related. There was also a strong and positive association between perceived organizational justice and employee-organization relationships. Employees’ relationships with the organization were negatively related to employees’ engagement in negative megaphoning behavior. Perceived organizational justice was revealed as a mediator in the relationship among laissez-faire leadership, employee-organization relationships, and employees’ engagement in negative megaphoning behavior. These results show how laissez-faire leadership relates to negative outcomes of organizational relationships and reputation, and provide insight into the potential mechanisms at play.
Challenging research that touts positive career outcomes for proactive individuals, this study takes the organizational decision‐maker's perspective and draws on tournament theory to qualify and better understand the link between manager proactivity and subsequent promotion into the executive ranks. Results from three studies support a moderated mediation model wherein proactivity is associated with leader schema matching, which, in turn, enhances promotion and inhibits derailment. However, the positive effects of proactivity are nullified when managers also engage in unethical behavior, which operates as a boundary condition on the indirect relations between proactivity and subsequent job mobility. These findings help explain why some proactive managers are derailed rather than promoted into senior leadership.
This research paper explores the concept of ‘leader’ from the perspective of Eastern wisdom and the ancient Buddhist concept of Nirukti. Through a comprehensive literature review, the study highlights the marginalization of Eastern knowledge frameworks in the understanding of leadership and advocates for a reframing of this concept. By delving into the deeper insights offered by Nirukti, the research uncovers a profound understanding of what it truly means to be a leader. The findings reveal that a leader is not merely someone who possesses authority or control, but rather someone who embodies the benefits and techniques associated with considered leadership. This paper argues for a paradigm shift in leadership and proposes practical and measurable solutions to help individuals cultivate these qualities and become effective and enlightened leaders in contemporary contexts. By embracing Eastern wisdom, we can enrich our comprehension of leadership, leading to positive transformations in organizations and society.
Background & Purpose: The existence of psychotic characteristics such as deception, lying and insulting others in managers cause negative attitudes and various deviant behaviors in the workplace. This research has studied the effect of psychopath managers on reducing employees' organizational trust through the occurrence of abusive supervisory behaviors and decline of job satisfaction. Methodology: This is an applied and descriptive-survey research. Its statistical population consists of employees of companies active in the metal industry of Kerman, which 350 of them have been randomly selected as a statistical sample. Data were collected by a questionnaire and analyzed by structural equation modeling and PLS software. Findings: Psychopath management had a positive effect on abusive supervision and a negative effect on job satisfaction and organizational trust. Also, although its direct effect on organizational trust has not been confirmed, it has had a negative effect on job satisfaction and organizational trust through abusive supervisory behavior. Conclusion: Identifying and correcting the psychotic characteristics of managers can prevent the occurrence of abusive supervisory behaviors and prevent the consequences of negative attitudes such as decline in organizational trust and job satisfaction.
Psychopath management, as a form of ineffective leadership, can have a negative impact on reputation and its organizational antecedents. There fore the purpose of this paper is to examine how Psychopath management indirectly through the manifestation of abusive supervision and the decline of social responsibility undermine corporates reputation. The research is applied in terms of purpose and in terms of data collection is descriptive correlational. To collect the research data, standard questionnaires of Corporate psychopathy of Mathieu etal (2014), abusive supervision of Tepper (2000), social responsibility of Lii & Lee (2012) and organizational reputation of Welch & Beatty (2009) were used. The statistical population of the study consisted of all employees of the companies operating in the metal industries of Kerman, whom 350 of them were selected by simple random sampling. Cronbach's alpha and composite reliability were used to confirm the reliability of the questionnaires, which was higher than 0.7 for all four questionnaires. The values obtained for convergent validity also indicated the validity of the questionnaires. Data were analyzed using structural equation modeling using PLS software. The findings indicate that with the presence of psychopath managers, the rate of abusive supervisory behaviors increases and the level of employees perceived social responsibility decreases. Also, Although there was no direct relationship between Psychopath management and organizational reputation, there is evidence to suggest that Psychopath management indirectly affects corporate reputation through the : دریافت تاریخ 20 / 01 / 1397 پذیرش تاریخ : 28 / 01 / 1398
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 purpose of this research was to develop a measurement of the individual differences that contribute to acts of organizational revenge and aggression. This scale was designed to achieve three goals: (a) to minimize demand characteristics so that the scale may be useful for personnel selection, (b) to represent a wide range of possible behavioral reactions to organizational injustice, and (c) to represent a range of trust violations committed by organizations that can lead to revenge. Two studies were conducted to reduce the initial 168 items into a 50-item scale containing two conceptually distinct subscales, a 19-item Constructive subscale and a 31-item Destructive subscale. Study 2 provides evidence for the internal reliability of the overall scale and its subscales and also provides some evidence for the construct validity of the final scale. The utility of this instrument for use in personnel selection and for research on workplace aggression is discussed, along with suggestions for additional efforts to demonstrate the validity of this instrument.
Charismatic leadership has been largely overlooked by organizational theorists. In part, the problem can be attributed to the lack of a systematic conceptual framework Drawing from political science, sociology, and social psychology, this paper addresses the problem by proposing a model linking organizational contexts to charismatic leadership. A series of research hypotheses is offered.
The present paper reviews and summarises the research and literature on the nature and causes of bullying at work. Bullying occurs when someone at work is systematically subjected to aggressive behaviour from one or more colleagues or superiors over a long period of time, in a situation where the target finds it difficult to defend him or herself or to escape the situation. Such treatment tends to stigmatise the target and may even cause severe psychological trauma. Empirical studies on the causes of bullying have concentrated on the personality of the victim and psychosocial factors at work. Most studies treat bullying as a unified phenomenon, in spite of the fact that different kinds of behaviours are involved. The concepts of dispute-related and predatory bullying are introduced in an effort to broaden the perspectives used in future investigations on both the nature and the causes of bullying at work.
The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers' self-concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about (a) the behavior of charismatic leaders and their effects on followers, (b) the role of followers' values and orientations in the charismatic relationship, and (c) some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.
This paper addresses the construct and predictive validity of two methods for classifying respondents as victims of workplace bullying. Although bullying is conceived as a complex phenomenon, the dominant method used in bullying surveys, the operational classification method, only distinguishes two groups: victims versus non-victims. Hence, the complex nature of workplace bullying may not be accounted for. Therefore a latent class cluster approach is suggested to model the data, which was obtained by using the Negative Acts Questionnaire (NAQ) administered to employees in Belgium (n=6,175). Latent class modelling is a method of analysis that does not appear to have been used in occupational health psychology before. In this study, six latent classes emerged: “not bullied,” “limited work criticism,” “limited negative encounters,” “sometimes bullied,” “work related bullied,” and “victims.” The results show that compared to the traditional operational classification method, the latent class cluster approach shows higher construct and higher predictive validity with respect to self-assessments and indicators of strain and well-being at work. The consequences of these results for theory, future research, and practice are discussed.
On the basis of 7 charismatic and transformational leadership theories, 3 core components (vision, vision implementation through task cues, and communication style) were identified. A laboratory simulation manipulated the 3 components in a completely crossed experimental design, where 2 trained actors portrayed the leader. Participants were 282 students in upper level business classes who performed a simulated production task. The vision of high quality weakly affected performance quality but significantly affected many attitudes. Vision implementation, in the form of task cues, affected performance quality and quantity. Charismatic communication style affected only the perception of charisma. Mediation was not found; rather, an exploratory path analysis found a 2-part causal sequence, where the vision of quality and vision implementation each affected self-set goals and self-efficacy, which, in turn, affected performance. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
In this study we compared two cognitive processes that are often thought to precede leadership perceptions: causal attributions and categorization. This was done by experimentally manipulating factors relevant to attributions (consensus information) and categorization (stimulus prototypicality). Dependent measures were undergraduate subjects' perceptions of the leadership exhibited by stimulus people, shown on a 12-min videotape of a management group. The interaction of the leader prototypicality and consensus information factors on leadership perceptions was opposite to that predicted by attribution theory. The experimental evidence suggested that the interaction effect was based on subjects' categorization of stimuli in terms of leadership. A methodology developed to measure encoding of on-going leader behavior allowed tests of the social-information-processing sequence involved in forming leadership perceptions. Results support recent propositions of social-information-processing theory and demonstrated the usefulness of the encoding methodology. (57 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Reexamines, via meta-analysis, the relation between personality traits and leadership perceptions or extent of leader emergence, arguing that prior research on trait theories and leadership has been misinterpreted as applying to a leader's effect on performance when it actually pertains to the relation of leadership traits to leadership emergence. Further, based on current theories of social perceptions, several traits were expected to be strongly related to leadership perceptions. The meta-analytic technique of validity generalization was used with the 15 articles identified by R. D. Mann (see record
1960-04194-001) as investigating the relationship between personality traits and leadership. These studies were then pooled with 9 subsequent studies in an additional set of meta-analyses. Results support the expectation in that intelligence, masculinity–femininity, and dominance were significantly related to leadership perceptions. Findings show that variability across studies in the relation of these traits to leadership perceptions could be explained largely by methodological factors, indicating that contingency theories of leadership perceptions may not be needed. Both of these results contrast with the conclusions of earlier nonquantitative literature reviews on traits and leadership perceptions and with conventional thinking in the leadership area. (62 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Drawing on justice theory, I examined the consequences of abusive supervisor behavior. As expected, subordinates who perceived their supervisors were more abusive were more likely to quit their jobs. For subordinates who remained with their jobs, abusive supervision was associated with lower job and life satisfaction, lower normative and affective commitment, and higher continuance commitment, conflict between work and family, and psychological distress. Organizational justice mediated most of these effects, and job mobility moderated some of the deleterious effects of abusive supervision.
Narcissism—a personality trait encompassing grandiosity, arrogance, self-absorption, entitlement, fragile self-esteem, and hostility—is an attribute of many powerful leaders. Narcissistic leaders have grandiose belief systems and leadership styles, and are generally motivated by their needs for power and admiration rather than empathetic concern for the constituents and institutions they lead. However, narcissists also possess the charisma and grand vision that are vital to effective leadership. We review and critically assess the theoretical and research literature on narcissistic leaders in order to understand the potential positive and negative consequences of their leadership, the trajectories of their leadership, and the relationship of narcissism to established models of leadership. We conclude that the study of narcissistic leaders is inherently limited in scope, and propose a new definition of narcissistic leadership in order to reframe the discussion and better incorporate the topic of narcissism into the field of leadership studies.
The use of an alternative to the research strategies employed for the past 20 yrs and more to investigate leadership produced results which question the traditional models and open new avenues for empirical exploration. Approaching leadership as an exchange relationship which develops within the vertical dyad over time during role making activities, this longitudinal study found that the degree of latitude that a superior granted to a member to negotiate his role was predictive of subsequent behavior on the part of both superior and member. Contrary to traditional views of leadership, superiors typically employed both leadership and supervision techniques within their units. With a select subset of their members, superiors developed leadership exchanges (influence without authority), and with others, superiors developed only supervision relationships (influence based primarily upon authority). Some of the many implications of these findings are discussed.
This paper proposes a definition and a descriptive model of destructive leadership behaviour. Destructive leadership behaviour is defined as the systematic and repeated behaviour by a leader, supervisor or manager that violates the legitimate interest of the organisation by undermining and/or sabotaging the organisation's goals, tasks, resources, and effectiveness and/or the motivation, well-being or job satisfaction of his/her subordinates. Three categories of such destructive leadership are identified in the proposed model: tyrannical, derailed, and supportive–disloyal leadership behaviour. The model may provide a useful link between the field of leadership and research on bullying, counterproductive behaviour, and aggression at work. The model contributes to a more nuanced concept of destructive leadership showing how destructive leadership behaviours also may have constructive elements.
Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.
Destructive leadership entails the negative consequences that result from a confluence of destructive leaders, susceptible followers, and conducive environments. We review how destructive leadership has been discussed in the literature and note that it has not been clearly defined. Building on prior research, we develop a definition of destructive leadership that emphasizes negative outcomes for organizations and individuals linked with and affected by them. Then we outline the toxic triangle: the characteristics of leaders, followers, and environmental contexts connected with destructive leadership. We illustrate the dynamics of the framework using Fidel Castro's career as the dictator of Cuba.
The concept of destructive leadership has generated considerable interest and research by a number of scholars under rubrics such as “abusive supervision” and “incivility,” and certainly represents an appropriate forum for this special issue. In the present article, we examine the leader as a bully, and explore potential consequences of strategic leader bullying behavior through the development of a conceptual model. Building upon recent work by Salin [Salin, D. (2003). Bullying and organizational politics in competitive and rapidly changing work environments. International Journal of Management and Decision Making, 4, 35–46], leader bullying behavior is construed as a form of organizational politics. We explore the implications of bullying as an influence behavior that is employed strategically to convey particular images and exercise influence in specific situations, potentially producing positive outcomes. Finally, the implications of this conceptualization and directions for future research in this relatively new area of scientific inquiry are discussed.
Current theories and models of leadership seek to explain the influence of the hierarchical superior upon the satisfaction and performance of subordinates. While disagreeing with one another in important respects, these theories and models share an implicit assumption that while the style of leadership likely to be effective may vary according to the situation, some leadership style will be effective regardless of the situation. It has been found, however, that certain individual, task, and organizational variables act as “substitutes for leadership”, negating the hierarchical superior's ability to exert either positive or negative influence over subordinate attitudes and effectiveness. This paper identifies a number of such substitutes for leadership, presents scales of questionnaire items for their measurement, and reports some preliminary tests.
Exploratory factor analysis (EFA) is a complex, multi-step process. The goal of this paper is to collect, in one article, information that will allow researchers and practitioners to understand the various choices available through popular software packages, and to make decisions about "best practices" in exploratory factor analysis. In particular, this paper provides practical information on making decisions regarding (a) extraction, (b) rotation
Workplace bullying in global organizations occurs for several reasons, including growing diversity, increased dispersion of employees in geographic locations, lack of experience of managers with new environments, and varying requirements. To gain insight into the bullying phenomenon, one must examine the characteristics of the bully, the target of bullying activities (e.g., the victim or the bullied), observers of the bullying (e.g., bystanders), and resulting changes in the organizational culture because of the bullying. One additional element to be assessed is the means by which bullying activities are embodied in an organization's culture (i.e., social/emotional contagion). This paper proposes a model of bullying in global organizations and examines the potential of social/emotional contagion developing in global organizations' cultures.
Harassment and victimization among male workers were studied in a sample of 460 industrial workers, supervisors and managers within a Norwegian marine engineering industry. The results indicated that aggression and harassment are significant problems in this organizational setting. On a weekly basis, 7% of the men reported being subjected to at least one of the following behaviors from coworkers or supervisors: ridicule and insulting teasing, verbal abuse, rumors and gossips spread about themselves, offending remarks, recurring reminders on blunders, hostility or silence when entering a conversation, or the devaluing of one's effort and work. As many as 22% reported being subjected to one or more of these acts at least monthly. Although such acts and conducts are common and experienced by most organization members now and then, they may significantly impair psychological health and well-being as well as overall job satisfaction when occurring consistently and systematically. Significant correlations were found between exposure to harassment and both job satisfaction and psychological health and well-being. Strong correlations were found between exposure to harassment and dissatisfaction with co-worker interaction.
This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the five-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism = -.24, Extraversion = .31, Openness to Experience = .24, Agreeableness = .08, and Conscientiousness = .28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness). Overall, the five-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the five-factor model.
Toxic leaders--such as Ken Lay at Enron or Al Dunlap ("Chainsaw Al") at Sunbeam, or Slobodan Milosevic in Yugoslavia--have always been with us, and many books explain what makes them tick. But in The Allure of Toxic Leaders, Jean Lipman-Blumen explains what makes the followers tick, exploring why we tolerate--and remain steadfastly loyal to--leaders who are destructive to their organizations, their employees, their nations, and their constituents. Why do we knowingly follow, seldom unseat, frequently prefer, and sometimes even create toxic leaders? Lipman-Blumen argues that these leaders appeal to our deepest needs, playing on our anxieties and fears, on our yearnings for security, high self-esteem, and significance, and on our desire for noble enterprises and immortality. The author explores how psychological needs--such as the desire to be at the heart of the action, to be an insider--can often make us susceptible to toxic leaders. She describes how followers inadvertently keep themselves in line by a set of insidious control myths that they internalize. In addition, outside forces--such as economic depressions, political upheavals, or a crisis in the company--can increase our anxiety and our longing for charismatic leaders. Equally important, Lipman-Blumen shows how followers, mired in the swamp of toxic leadership, can learn critical lessons for the future and survive in the meantime. She discusses how to confront, reform, undermine, blow the whistle on, or oust a toxic leader. And she suggests how we can diminish our need for strong leaders, identify "reluctant leaders" among competent followers, and even nurture the leader within ourselves. Toxic leaders first charm, but then manipulate, mistreat, weaken, and ultimately devastate their followers. The Allure of Toxic Leaders tells us how to recognize these leaders and identify the germ of toxicity within their "noble" visions before it's too late.
This article investigates, for leadership research, the implications of new directions in social network theory that emphasize networks as both cognitive structures in the minds of organizational members and opportunity structures that facilitate and constrain action. We introduce the four core ideas at the heart of the network research program: The importance of relations, actors' embeddedness, the social utility of connections, and the structural patterning of social life. Then we present a theoretical model of how network cognitions in the minds of leaders affect three types of networks: The direct ties surrounding leaders, the pattern of direct and indirect ties within which leaders are embedded in the whole organization and the interorganizational linkages formed by leaders as representatives of organizations. We suggest that these patterns of ties can contribute to leader effectiveness.
This paper presents a cognitive categorization model of intercultural management that focuses on interaction between an expatriate manager and a host country subordinate. The paper outlines some of the effects that culture may have upon the content and structure of schemas, the extent to which automatic versus controlled information processing occurs, and the use of the model to examine convergence of cognitive structures through intercultural dynamics.
This paper summarizes recent studies based on the contingency model of leadership effectiveness which suggest why research typically has failed to show that leadership training and experience increase organizational performance. The contingency model postulates that group performance depends on the match between situational favorableness, that is, the leader's control and influence, and leadership motivation (as measured by the Least Preferred Coworker scale). Since leadership training and experience are designed to increase the leader's control and influence, they should improve the leader's situational favorableness. A change in situational favorableness through training and experience should, therefore, decrease the performance of some leaders while increasing that of others. The empirical evidence, reviewed in this paper, supports this hypothesis. Based on the contingency model, new strategies of leadership training and job rotation are suggested.
A study of bullying, victimisation and the coping strategies employed to tackle it is presented in the first study of bullying in the workplace conducted in Iceland. Participants were 398 members of a union of store and office workers and members of a national organisation of bank-employees. A factor analysis of bullying items identified two factors: general bullying and work-related bullying. Males score higher on both factors, but when asked directly if they have been bullied or not, no significant gender difference appears. A measure of coping strategies when faced with bullying is presented. A factor analysis and multidimensional scaling of these strategies identified four clusters: assertive response, seek help, avoidance and do nothing. These can be arranged on a passive vs. active dimension, which may reflect the severity or duration of the bullying situation. Multiple regressions indicate that males seek help less and use avoidance less than females, and males are more likely to use assertive strategies, confirming gender stereotypes about what constitutes appropriate behaviour. Increased bullying is also associated with the use of avoidance and passive response (do nothing). These results are mainly in accordance with findings from schools. It is suggested that active coping styles are employed during the initial stages of bullying but that victims resort to more passive coping strategies as the bullying becomes more serious. The need for a longitudinal design is proposed to understand the relationship between duration and severity of the bullying experience and the choice of coping strategies.
An explanation of the effects of leader behavior on subordinate satisfaction, motivation, and performance is presented. The explanation is derived from a path-goal theory of motivation. Dimensions of leader behavior such as leader initiating structure, consideration, authoritarianism, hierarchical influence, and closeness of supervision are analyzed in terms of path-goal variables such as valence and instrumentality. The theory specifies some of the situational moderators on which the effects of specific leader behaviors are contingent. A set of general propositions are advanced which integrate and explain earlier fragmentary research findings. Several specific predictions are made to illustrate how the general propositions can be operationalized. The usefulness of the theory is demonstrated by showing how several seemingly unrelated prior research findings could have been deduced from its general propositions and by applying it to reconcile what appear to be contradictory findings from prior studies. Results of two empirical studies are reported that provide support for seven of eight hypotheses derived directly from the general propositions of the theory. A third study designed to test three of the original eight hypotheses is also reported. Two of these three hypotheses are successfully replicated. In the light of these results and the integrative power of the theory, it is argued that the theory shows promise and should be further tested with experimental as well as correlational methods.
Psychosocial research on mobbing is currently being carried out in a number of countries, mainly in Europe. Mobbing is defined as an extreme social stressor at workplaces. In this article, its serious mental and psychosomatic health consequences are demonstrated and discussed. A factor analysis of symptom statistics collected through answers from a study representative of the entire Swedish workforce showed post-traumatic stress disorder (PTSD) as the plausible diagnosis. In addition, 64 patients subjected to mobbing at their work places are diagnosed with the co-operation of a rehabilitation clinic specializing in the treatment of chrome PTSD. The statistical analysis of these 64 diagnoses shows a severe degree of PTSD, with mental effects fully comparable with PTSD from war or prison camp experiences.
Uses the social cognitive literature on person perception to analyze social perceptions in terms of 5 information processing (IP) steps: selective attention/comprehension, encoding, storage and retention, information retrieval, and judgment. This IP model is then used to explain leadership perceptions and measurement of leadership behavior. Suggestions for improving behavioral measurement are offered. The IP model is compared to classical measurement models, and its implications for attribution theory are discussed. (4 p ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Reports participant observation data, collected over a 20-yr period, comparing the success of 2 charismatic leaders. Where charisma was routinized (1) administrative apparatus had developed for putting mission into practice; (2) rites and ceremonials transferred and transformed the charisma to others; (3) message and mission were incorporated into written and oral tradition; and (4) the organization selected a successor to serve as a reincarnation of the charismatic and to support the charismatic's mission. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A questionnaire of 150 items was subjected to factor analysis. Two major and two minor factors were revealed; the two major factors were named "Consideration" and "Initiating Structure." New keys were developed, and the items pre-tested on industrial foremen. Item-dimension correlations were considered as factor loadings and used as the basis for revision of the scoring keys. The final form contained 48 items, each with a high loading on one factor and as close as possible to a 0 loading on the other. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study was of 12 high-low productivity pairs of work groups, which included 24 section heads and 419 non-supervisory employees. Subjects were interviewed individually concerning their jobs and attitudes. Heads of the high-producing sections were significantly more likely to: (1) receive general rather than close supervision from their superiors, (2) like the amount of authority and responsibility they have in their jobs, (3) spend more time in supervision, (4) give general rather than close supervision to their employees, and (5) be employee-oriented rather than production-oriented. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Considers initiating structure (task) and consideration (relationships) as the 2 most important leadership dimensions in describing how a leader performs. The managerial grid has popularized the task and relationship dimensions of leadership. High ratings on both dimensions characterize effective or desirable leadership. Fiedler "concluded that both directive task-oriented leaders and non-directive, human relations-oriented leaders are successful under some conditions . . . . Korman . . . concluded that what is needed is a systematic conceptualization of situation variance as it might relate to leadership behavior . . . ." The life cycle theory of leadership postulates that as the group matures, appropriate leader behavior varies from high task and low consideration to both high to high consideration and low task to both low. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This article concerns leadership effectiveness studied from the reverse angle. We review the literature on managerial derailment and propose a taxonomy of derailment factors. We then describe an inventory designed to assess these factors, provide some evidence regarding the psychometric features of the inventory, and some evidence regarding its validity. We suggest that the base rate for managerial incompetence in any organization is quite high, and we propose our inventory is a useful device for management development – because it focuses on dysfunctional dispositions known to be associated with failure as a manager.
Some 200 military cadets rated themselves and other members of their platoons on a variety of variables, including the quality of their leadership behaviors. They also completed standardized personality questionnaires measuring the positive and negative aspects of narcissism. Strong predictions were found for variables related to the two sides of that construct. The best rated leaders exemplified the bright side of narcissism while suppressing the dark side-emergent leaders were measured to be high in egotism and self-esteem but low in manipulativeness and impression management. Big Five personality factors were only marginally successful in predicting emergent leadership in this study. The data are discussed in terms of their relevance to identifying potentially destructive leaders in a group.
This article investigates, for leadership research, the implications of new directions in social network theory that emphasize networks as both cognitive structures in the minds of organizational members and opportunity structures that facilitate and constrain action. We introduce the four core ideas at the heart of the network research program: the importance of relations, actors' embeddedness, the social utility of connections, and the structural patterning of social life. Then we present a theoretical model of how network cognitions in the minds of leaders affect three types of networks: the direct ties surrounding leaders, the pattern of direct and indirect ties within which leaders are embedded in the whole organization and the interorganizational linkages formed by leaders as representatives of organizations. We suggest that these patterns of ties can contribute to leader effectiveness.
This exploratory study identifies actions and behaviors that subordinates attribute to bad leadership and explores the implications these factors have for organizations. Data were obtained through a Web-based survey that generated 335 respondents who completed at least some of the questions. Results identified the prevalence of bad leaders, behaviors causing a leader to be perceived as bad, the impact of bad leaders on the employee and organization, whether these bad leaders had always been bad, and what happened to the bad leader. An interesting discovery was that the majority of bad leaders were either promoted or rewarded by the organization.
This study tested a model of the interactive effects of perceived job characteristics and potentially destructive leader traits on the physical and psychological strain of their subordinates and their job attitudes and commitment to the organization. A composite measure of the characteristics of enriched jobs (job scope) was positively related to more favorable outcomes (e.g., organizational commitment) and negatively related to unfavorable outcomes (e.g., somatic complaints). Hierarchical linear modeling tested the moderating effects of leader hostility and leader negative affectivity on the effects of perceived job scope. Subordinates (n = 203) with leaders (n = 47) scoring high on hostility and low job scope consistently exhibited less favorable outcomes than subordinates with low hostility supervisors and low job scope and high hostility supervisors and high job scope. Leader trait negative affectivity exhibited similar interaction effects for three of the outcomes (organizational commitment, overall job satisfaction, and anxiety). The implications of these findings for leadership are discussed.
Previous research has examined the characteristics and behaviors of charismatic leaders in an effort to understand their ability to change organizational members. Charismatic leaders present a vision for an organization's future. The leader's beliefs, motives, and self-concept system influence the vision and act as guides for the behaviors the leader uses in bringing about change in the organization. Unfortunately, leaders are not always interested in effecting change for the purpose of benefitting the organization and its members as a whole; rather, the leader may be more interested in personal outcomes. This study tested a model of personality constructs found to contribute to destructive acts in a real-world sample of charismatic leaders. Benchmarks scales were used to operationalize the constructs such that ratings of the degree to which a leader exhibited behaviors indicative of the constructs could be quantified. A LISREL VI analysis provides support for the model. Practical and methodological implications are discussed.
This paper asks how complexity theory informs the role of leadership in organizations. Complexity theory is a science of complexly interacting systems; it explores the nature of interaction and adaptation in such systems and how they influence such things as emergence, innovation, and fitness. We argue that complexity theory focuses leadership efforts on behaviors that enable organizational effectiveness, as opposed to determining or guiding effectiveness. Complexity science broadens conceptualizations of leadership from perspectives that are heavily invested in psychology and social psychology (e.g., human relations models) to include processes for managing dynamic systems and interconnectivity. We develop a definition of organizational complexity and apply it to leadership science, discuss strategies for enabling complexity and effectiveness, and delve into the relationship between complexity theory and other currently important leadership theories. The paper concludes with a discussion of possible implications for research strategies in the social sciences.
Destructive leadership: What it is, how it happens, why it matters
- B Kellerman
Kellerman, B. (2004). Destructive leadership: What it is, how it happens, why it matters. Cambridge, Mass: Harvard Business School Press.
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The visionary leader Charismatic leadership: The elusive factor in organizational effectiveness
- M Sashkin
Sashkin, M. (1988). The visionary leader. In J. A. Conger & R. A. Kanungo (Eds.), Charismatic leadership: The elusive factor in organizational effectiveness (pp. 122–160). San Francisco, CA: Jossey-Bass.