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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.
... There is a paucity of academic literature describing a lack of self-awareness and its link to negative forms of leadership, such as destructive, toxic or despotic leadership (Lipman-Blumen, 2011;Padilla et al., 2007;Pelletier, 2012;Shaw, Erickson, & Harvey, 2011;Thoroughgood, Padilla, Hunter, & Tate, 2012). However, much literature has been written on the importance of self-awareness in positive forms of leadership. ...
... Schyns and Schilling (2013) argued that it is empirically difficult to differentiate between destructive leadership that is intentional or unintentional, but both can be considered destructive. Shaw et al. (2011) andPelletier (2012) investigated how the perception of toxic leadership was influenced by the relationship of the leader and follower through social identity in the context of leader-member exchange. It was observed that favouritism was encouraged, and favoured status influenced followers' perception of toxic behaviour and intention to challenge the leader (Pelletier, 2012). ...
... Eight dimensions of destructive leadership were identified, with by far the most damaging being the attack on self-esteem (Pelletier, 2012). Shaw et al. (2011) proposed a method for identifying the prevalence and type of destructive leadership in organisations based on the perceptions of subordinates. They classified the 767 behaviours associated with these leaders into 11 categories: ...
Purpose: Leadership research demands an understanding of what constitutes effective leadership. Self-awareness is described as critical for effective leadership, yet there is little research dealing with the link between a lack of self-awareness in leaders and destructive leadership. The prevalence of destructive leadership is surprisingly common and bears a high cost to organisations in terms of employee turnover, absenteeism and decreased productivity. The emotional toll it takes on employees is severe and affects their well-being and identification with the organisation.
Design/methodology/approach: A qualitative, exploratory approach was used to gain insights into the role that self-awareness plays in effective leadership and how a lack thereof affects employee engagement and behaviour. Data were collected through semi structured interviews with executives who had experience of working for a manager with low self-awareness. Thematic analysis was then conducted to identify the main themes found in the data.
Findings/results: This study found that leaders with low self-awareness exhibit behaviours consistent with toxic and destructive leadership. Negative effects on subordinates were felt in terms of employee engagement and increased resistance to the leader occurred. Subordinates then engaged in retaliatory and deviant work behaviour as a result.
Practical implications: A model for conceptualising how self-awareness results in destructive leadership and its influence on followers’ behaviours and attitudes emerged, enabling an improved understanding of this organisational behavioural phenomenon.
Originality/value: Literature is limited on self-awareness even though more research is being carried out on destructive leadership. The research has implications for how talent management is conducted within organisations.
... Supervisors who are detrimental ideally adopt the characteristics of being egocentric, obstinate, laid-back attitude, and mean (Shaw et al., 2011). They play blame games and showcase disturbing traits (Battigalli et al. 2019). ...
... Leaders can be a threat to individuals and their organizations in various ways. There are "types" of destructive leaders based on analyses conducted on a sample by classifying them into seven clusters (Shaw et al., 2011). Destructive leadership impacts financial performance, makes employees rage, reduces confidence, and leads them into "political" behavior (Shaw et al., 2011). ...
... There are "types" of destructive leaders based on analyses conducted on a sample by classifying them into seven clusters (Shaw et al., 2011). Destructive leadership impacts financial performance, makes employees rage, reduces confidence, and leads them into "political" behavior (Shaw et al., 2011). ...
This paper is an outcome of the business ethics course conducted during the third semester of the MBA course and aims to examine how a subordinate employee’s response, either by raising a concern or being quiet to repeated misbehavior of the leader, impacts an organization. Primary data was collected from the employees of mid-sized IT companies in India using a five-point Likert scale questionnaire. Structural equation modeling has been used to analyze the data. Mediation analysis has been conducted to verify the mediating role of organizational culture. It is found that if an employee feels safe in an environment, they open up to suggestions or else suppress their thoughts to escape repercussion. The analysis shows that silence and voice in an organization have an impact on the organization’s culture. The implications of this study show that leaders violate the integrity of the organization by vandalizing the organization's objectives, outcomes, assets, and well-being of the co-employees. Previous studies have not focused on the mediating role of organizational culture on employee voice or silence.
... It was defined as "the systematic and repeated behavior by a leader, supervisor or manager that violates the legitimate interest of the organization by undermining and/or sabotaging the organization's goals, tasks, resources, and effectiveness and/or the motivation, well-being, or job satisfaction of subordinates" (Einarsen et al., 2007, p. 208). This definition was adopted in the current study because it included negative impacts of destructive leadership not only on teachers but also on schools as organizations (Shaw et al., 2011). Here we introduce the evolution of definitions of destructive leadership and five types of destructive leadership behaviors. ...
... Workplace bullying refers to repeated, deliberate or unconscious behaviors that are unwanted by victims, causing humiliation and distress (Einarsen et al., 2003). Examples include overt aggressive behaviors (e.g., having an explosive temper and making explicit threats) and subtle emotion-laden behaviors (e.g., holding grudges and making implicit threats; Shaw et al., 2011). Workplace bullying is likely to occur in schools with incompetent and abusive leaders who intend to reinforce their power. ...
... Toxic leadership refers to leader behaviors that are unethical and promote inequity in organizations (Pelletier, 2010). Examples of toxic leadership include controlling/ micromanaging behaviors, lacking integrity, and blaming others for their own mistakes (Schmidt, 2008;Shaw et al., 2011). Principals who micromanage teachers could be hyper-focused on every teacher analyzing student data on a regular basis. ...
This study examines destructive leadership and its relationship with instructional leadership. Destructive leadership refers to a leader’s repeated behaviors that prioritize self-serving interests by undermining organizational interest and at the expense of harming subordinates. A total of 154 teachers completed a survey that measured their principals’ destructive and instructional leadership. Results of multiple regression analyses indicate that destructive leadership predicted ineffective instructional leadership. This study called for attention to identifying destructive leaders in school leadership training, hiring, and evaluation.
... Successfully resolving these gaps in the literature demands the development of well-validated and reliable measures that can capture the essence of the multidimensionality of destructive leadership (Shaw et al., 2011;Thoroughgood et al., 2012;Krasikova et al., 2013). The most commonly used measure to date, Tepper (2000) 15-item abusive supervision scale, does not discriminate between different types of behaviors, and has shown varied psychometric qualities (Tepper, 2007;Mackey et al., 2019). ...
... The most commonly used measure to date, Tepper (2000) 15-item abusive supervision scale, does not discriminate between different types of behaviors, and has shown varied psychometric qualities (Tepper, 2007;Mackey et al., 2019). Other measures focus on one or several specific aspects of destructive leadership, but not as subdimensions of a global destructive leadership factor (Aasland et al., 2010), and some are very extensive in terms of the number of questions (Shaw et al., 2011). Additionally, some measures have examined a global destructive leader factor (Thoroughgood et al., 2012), but include dimensions beyond what are commonly considered destructive leadership behaviors (Schyns and Schilling, 2013). ...
... We thus explore which kinds of destructive leadership profiles are identifiable and how these profiles relate to different employe well-being and performance outcomes. In so doing, we add to previous studies that have investigated behavioral clusters of destructive leadership behaviors, but without relating such clusters to outcomes (Aasland et al., 2010;Shaw et al., 2011). Thereby, the present study is the first to relate latent profiles of destructive leadership to employe outcomes. ...
There is a growing awareness that destructive leadership has a significant negative impact on employe outcomes. However, little is known about the content and dimensionality of this multidimensional concept, and there are few reliable measures available for organizations and researchers to evaluate these behaviors. Based on a representative sample (N = 1132) of the Swedish workforce, the aim of this study is threefold: first, to examine the factor structure and validity of an easy-to-use multidimensional destructive leadership measure (Destrudo-L)in the general Swedish work context; second, to identify destructive leadership profiles using latent profile analysis (LPA), and determine in what way they are related to employe outcomes; third, to examine the prevalence of destructive leadership using population weights to estimate responses of a population total in the Swedish workforce (N = 3100282). Our analysis supported the structural validity of Destrudo-L, reflecting both a global factor and specific subdimensions. We identified seven unique destructive leadership profiles along a passive and active continuum of destructive leadership behaviors, with the active showing a less favorable relation to employe outcomes. Finally, we found that a substantial proportion of the Swedish workforce report being exposed to destructive leadership (36.4–43.5%, depending on method used). Active destructive leadership was more common in the public sector and passive destructive leadership in the private. Given the potentially severe effects and the commonness of these behaviors, we argue that organizations should work actively with strategies to identify and intervene, to prevent and to handle the manifestation of these harmful behaviors.
... 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). ...
... Based on the motivation, the research was conducted as an exploratory investigation to determine, from subordinate perceptions (i.e. lecturers, ancillary staff, and students), the prevalence of underexplored destructive leadership behaviors, as noted by Shaw et al. (2011), among heads of department (or middle-level leaders) in Ghanaian higher education institutions (HEIs). It specifically sought to answer the following questions: RQ1: What is the prevalence of destructive leadership behaviors among HoDs in Ghanaian HE, considering specific behaviors associated with generic management incompetence, political behaviors, bullying, personal behaviors, and managing subordinate performance? ...
... The instrument used for data collection was a modified version of the Destructive Leadership Questionnaire (DLQ) created by Shaw et al. (2011), which was later improved upon by Klaus and Steele (2020) to guarantee a more precise measurement of destructive leadership behaviors. The new version is based on factor analysis of 22 behaviors items examined under five classifications of destructive leadership -generic management incompetence, managing subordinate performance, political behaviors, personal behaviors, and bullying (Klaus & Steele, 2020) (see Table 1). ...
Although the phenomenon of destructive leadership is ubiquitous and its negative impact on the higher education (HE) sector is global, it is still an area underexplored, and the few studies on it focus attention predominantly on the HE context of the developed world. This study used the HE context of Ghana as an example of a developing country to determine, from subordinate perceptions, the prevalence of destructive leadership behaviors among heads of departments (HoDs). Five hundred and forty-six respondents from 180 higher education institutions across the country were involved in a cross-sectional survey based on a modified version of the Destructive Leadership Questionnaire (DLQ). The research found that although subordinates generally thought the behaviors of HoDs in Ghanaian HE were destructive, the perceptions varied significantly according to the type of institution. Also, subordinates’ statuses and demographics influenced how they perceived the destructive leadership behaviors of HoDs. Furthermore, gender, age, and years of employment significantly varied with the perceived prevalence of destructive leadership behaviors of HoDs in Ghanaian HEIs. The research mainly recommended a more nuanced approach to dealing with the phenomenon of destructive leadership so that the public and private dichotomy in the prevalence of destructive leadership behaviors in global HE may be addressed.
... 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). ...
... 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 et al, 2011), or manager, who is anxious (Friedman and Riggio, 1981) or stressed (Dalton et al, 2013;Engert et al, 2014). ...
The rising surge of work-related stress is particularly severe among small-to-medium-sized enterprise (SME) owner-managers, and has been linked to an array of deleterious consequences, such as burnout, venture failure, and suicide. Sadly, the majority of available stress management interventions appear to be ill-suited to owner-managers. Prior work, however, suggests that mobile phone-based messaging
conversational agents (CAs) may hold promise for delivering mental health interventions to underserved groups such as the self-employed. Furthermore, recent research with SMEs finds that altering one’s stress mindset—beliefs about the extent to which stress might be enhancing or debilitating can change one’s responses to stress. Against this backdrop, the present study assessed the effectiveness and acceptability of a first-of-its-kind mobile messaging-based conversational agent-led stress mindset intervention (mCASMI) for Aotearoa New Zealand SME owner-managers. The
mCASMI was delivered over 4-days via WhatsApp Messenger. The results confirmed that the mCASMI was successful in altering participants’ mindsets about stress, in conjunction with self-reported improvements in productivity and work performance. The owner-managers who received the intervention were engaged, adherent, and reported a high degree of rapport with the CA. Though preliminary, these findings extend the state-of-the-art and suggest progressing with a larger-scale feasibility study.
... 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. ...
... The results of this study were consistent with the studies of Hannah et al. (2013), Kellerman (2004), Kusy and Holloway (2009), Krasikova et al., (2013), Pelletier (2010, Shaw et al., (2011), andTepper et al., (2009), who revealed that toxic leadership has a negative correlation with follower effectiveness in terms of active disengagement, poor critical thinking and poor performance. Colangclo (2000), Dobbs (2013), and Oyetunji (2013) point out that toxic leadership has a negative relationship with followers' active engagement. ...
Aim: This study aimed to investigate the relationship between toxic leadership and nurse followership effectiveness. Design: A quantitative cross-sectional study. Methods: This study was carried out in all medical and surgical inpatient care units at Alexandria Main University Hospital. In total, 343 nurses completed the toxic leadership scale and followership styles questionnaires. Frequencies and percentages were used to present demographic characteristics; means and standard deviations were used to present continuous variables. An independent sample t-test, Pearson correlation, and linear regression analysis were conducted to test the nature of the relationship between study variables. Results: The results indicated a slightly moderate mean percentage score for toxic leadership and a slightly high mean percentage score for nurse followership effectiveness. In addition, there was a significant negative weak correlation between toxic leadership and nurse followership effectiveness. Conclusion: Training programs should be designed for leaders and followers to develop self-insight / awareness, maintain self-control and accountability, and advance followership skills. Controlling systems should be developed for the immediate identification of ongoing toxic leadership behavior in the organization, and a whistleblower protection system should be established.
... Planned continuity provided the least resistance to an incoming principal, as the vision was compatible with the vision and goals of the outgoing principal (Lee, 2015). Even through planned succession, Shaw, Erickson, and Harvey (2011) cautioned against perpetuating destructive leadership practices. Identification of the candidates with the proper dispositions was vital to ensure collaboration between, and foster a positive working environment with subordinates. ...
Through a mixed-method, sequential-explanatory study, perceptions of succession planning were researched in four school districts in the State of Florida. The study was conducted in two phases. For the quantitative phase, 99 participants responded to an online survey. The survey contained 44 items in five categories: (a) demographic information, (b) identification of talent, (c) development and mentoring, (d) retention of talent, and (e) organizational culture. The categories were created based on scholarly research. Results were analyzed using SPSS, and separate MANOVAs found there were no statistically significant differences among independent variables: (a) age range, (b) position, (c) school district, (d) school level, and (e) years of experience. The respondents indicated input, development, and review of a succession plan were conducted infrequently. According to respondents, opportunities for development and a clear list of the requisite qualifications for administrative positions occurred frequently. Based on the quantitative survey answers, 12 interview questions were developed for the qualitative phase of the study. A total of 11 individuals participated in the follow-up interviews comprising a collective case study. The qualitative findings included five major themes pertaining to succession planning: (a) culture, including a lack of consideration and politics; (b) mentoring, and the importance of informal mentoring; (c) situational input, in which a person was provided an opportunity for input, with no guarantee of the final result; (d) job complexity and a lack of resources, and (e) a lack of input from various stakeholders. The complete findings may be used by school districts to create and revise succession plans, by using multiple measures to identify candidates, provide targeted and specific development and mentoring opportunities, and retain the highest performing employees, all while honoring the unique organizational culture.
... Researchers have identified a range of destructive leader behaviors that start from the fairly benign and possibly well-intended, such as micro-managing and over-controlling, through to pernicious behaviors, such as lying and bullying (Shaw, Erickson and Harvey 2011). While more noxious destructive leader behaviors may cause psychological harm, they are likely to be rare and thus irrelevant to many followers. ...
Purpose
To provide evidence-based recommendations on the types of leader behaviors organizations should target for a better return on leader training investment the authors draw on the destructive and constructive leadership behavior model and the bad is stronger than good proposition to examine the following question: Compared to constructive leader behavior, does destructive leader behavior have a greater effect on follower outcomes or is something more nuanced occurring?
Design/methodology/approach
The authors used Qualtrics online panels to collect data ( N = 211 and N = 342) from full-time office-based participants. They used multivariate latent regression and dominance weights analyses to examine the relative strength of destructive versus constructive leader behaviors on followers' satisfaction with leader, and task performance.
Findings
Across both samples, leader hypocrisy and leader social undermining had relatively stronger effects on follower satisfaction with leader. Leader knowledge hiding had a relatively strong effect on follower task performance. Leader ethical conduct had the strongest association with follower satisfaction with leader in both samples. Hence, the authors' results were aligned with the bad is stronger than good proposition.
Originality/value
The authors' show that white-collar organizations can benefit from improved follower attitudes and performance by reducing leader hypocrisy and social undermining (destructive behavior) while simultaneously promoting leader ethical conduct (constructive behavior).
... It has been emphasized in the literature that the construction industry is growing at exceptional rates but the challenges of managing construction projects remain unresolved (Owusu-Manu et al. 2020). The bulk of research on destructive or bad leadership has focused mostly on the negative outcomes for both the subordinates and the organizations (Schyns and Schilling 2013;Shaw et al. 2011;Skogstad et al. 2007;Tepper 2007). However, on the contrary, extant research also proposes that bad leadership may have positive outcomes under certain conditions (Hogan and Hogan 2001;Hogan and Kaiser 2005;Kellerman 2004;Padilla et al. 2007). ...
The literature on destructive styles of leadership usually suggests the negative consequences at the individual and firm level, whereas the combined effect of dark dyads with susceptible followers lacks attention. Drawing on the cognitive appraisal theory, we examined the underlying psychological mechanism through which tyrannical leadership undermines employees' task performance via work withdrawal behaviors in construction projects. Moreover, the moderating effect of subordinates' Machiavellian personality trait on the relationship between tyrannical leadership and supervisor-rated subordinates' task performance was investigated. We collected data using questionnaires from 215 leader-subordinate dyads working in the construction industry. The results supported the negative effect of tyrannical leadership on task performance as well as the mediating effect of work withdrawal. This study provides evidence that tyrannical leadership induces work withdrawal behaviors, which in turn reduces subordinates' task performance. Moreover, the interactive effect of subordinates' Machiavellian personality trait with tyrannical leadership style positively impacts the subordinate's task performance, confirming the effectiveness of leaders-follower dark dyads in construction projects. The study expands theoretical as well as empirical evidence on destructive leadership in construction projects and demonstrates the relationship among psychological variables and their effects on task performance through the unique dynamics of the follower's personality trait in the construction industry.
... В итоге должна быть создана конструкция, обеспечивающая эффективное функционирование четырех лидеров (в ряде случаевгрупп лидеров), контролирующих каждую из четырех подсистем организации и готовых сотрудничать в сфере координации их взаимодействия в интересах организации. В структуре управления современными коммерческими и некоммерческими организациями распределение функций между топ-менеджерами носит разнообразный характер (Shaw et al., 2011;Cohen, 2004;Svejenova, Alvarez, 2016). Нередко структура органов (лиц) управления обусловлена историей данной организации, кругом знакомств создателей, собственников и руководителей организации, не всегда продуманным переносом структуры управления другими организациями на данную. ...
The article proposes a new structure of organization management that combines the principles of hierarchical management and social leadership. The practicality of splitting the power of the organization head in four directions that reflect the organization’s system structure is shown. A system of social leadership should support the management of such a structure to develop and effectively use the hidden strengths of the organization: intellectual, mental, cultural, and influence (inspiration). This system prevents stratification and fragmentation of its internal space. It provides movement towards inclusive management of the organization, preserving its integrity and increasing the sustainability of its functioning. The concept of inclusive management proposed in the article reflects the progress in developing the theory of the firm, Adizes methodology, and the system economic theory. The concept can be applied both with organizations and their divisions and systems of meso- and macroeconomic levels.
... But they argued that abusive supervision is a wide concept encompassing a wide array of abusive behaviors like communal scorn, hushed behavior, and blameworthiness (Tepper, 2000) but they said that aversive leaders express only a narrow range of such behaviors which include threat and intimidation (Bligh et al., 2007). Furthermore, Fatima et al. (2018) discussed that many of the dark leadership styles kike despotic, tyrannical are focused on both the subordinate and the organization but aversive leadership is only subordinate-focused. Past examinations have utilized numerous philosophies to clarify dark leadership styles with adverse work results, for instance, transactional theory of stress by Folkman and Lazarus (1984) which characterizes pressure as a lopsidedness among demands and assets and clarifies stressor evaluation measure, cognitive categorization theory by Crocker, Fiske, and Taylor (1984) which expresses that people create various classes dependent on their experience of the world and this influences their conduct, and Barbuto Jr (2000) theory of follower compliance which discusses the mental cycles that inspire workers to consent to a dangerous leader, etc (Shaw, Erickson, & Harvey, 2011;Thoroughgood, Padilla, Hunter, & Tate, 2012). So far, except for some studies, aversive leadership has not been fully considered. ...
This study investigated the impact of aversive leadership in teaching staff of private schools on the subordinates' moral disengagement and moderation of Islamic work ethics. Convenient Sampling was used and data was collected cross-sectionally using quantitative technique from the teachers of private schools of twin cities in Pakistan. A total of 350 sample is undertaken in the study with a response rate of 71%. The quantitative study found aversive leadership to be positively affecting subordinates' moral disengagement as they might consider their leaders' aversive behavior as an excuse to their immorality. Moderation of Islamic work ethics was found to be significant. As employees who abide by the teachings of Holy Quran and Sunnah know they have to perform their tasks wisely despite of the environmental constraints and must not punish the organization for the doings of their bosses. The discovery of the present research recommends that educational organizations may choose employing employees high in Islamic work ethics. Moreover, the present research recommends that firms establish the correct strategy and forming an even and solid work environment. A proper system of feedback can help reduce the effectiveness of destructive behaviors at work.
Available online at http://cusitjournals.com/index.php/CURJ (e-ISSN:2409-0441)
... Scholars have started paying attention to the dark side of leadership (Molino et al., 2019;Naseer et al., 2016;Padilla et al., 2007;Schyns & Shillings, 2013). Negative leadership has become prevalent in modern organizations, and destructive leaders give rise to several ethical concerns (Glasø et al., 2018) and lead to high costs for firms (Hoobler & Hu, 2013;Shaw et al., 2011). Einarsen et al. (2007) defined destructive leadership as "the systematic and repeated behaviour by a leader that violates the legitimate interest of the organization by undermining and sabotaging the organization's goals, tasks, resources, and effectiveness and the motivation, well-being or job satisfaction of subordinates" (p. ...
Utilizing the cognitive appraisal theory of stress and coping, we examined the combined effects of destructive leadership and Dark Triad personality on revenge and employee outcomes (happiness and psychological detachment). Adopting a time‐lagged research design (three time lags), we collected data from 288 employees from the service sector in Pakistan. Using Process technique, our findings showed that revenge mediated the destructive leadership and outcomes relationship. We also found that the impact of destructive leadership on revenge was more substantial for individuals having high Dark Triad personality. The results supported our moderated mediation hypothesis, proving that revenge mediates the relationship between destructive leadership and outcomes for individuals with a high Dark Triad Personality. Dans cet article, nous utilisons la théorie de l’évaluation cognitive du stress et de l'adaptation pour examiner les effets combinés du leadership destructeur et de la personnalité de la Triade sombre sur la vengeance et les réactions des employés (bonheur et détachement psychologique). Grâce à un modèle de recherche échelonné dans le temps (trois décalages temporels), nous avons recueilli des données auprès de deux cent quatre‐vingt‐huit (n = 288) employés du secteur des services au Pakistan. Les résultats obtenus grâce à la technique de Preacher et Hayes indiquent que la vengeance influence la relation entre le leadership destructeur et les réactions des employés. En outre, l'impact du leadership destructeur sur la vengeance est plus important chez les personnes qui, dans la Triade sombre, ont une personnalité forte. Ces résultats confirment notre hypothèse concernant la médiation modérée et prouvent que la vengeance a un effet modérateur sur la relation entre le leadership destructeur et les résultats chez les personnes, qui, dans la Triade sombre, ont une forte personnalité.
... But, ultimately, the true and deplorable consequences of such unacceptable practices come to the fore, thereby showing it as being leadership malpractice. Hence, there is a growing pool of literature describing bad (Schyns & Schilling, 2013), destructive (Branson & Marra, 2020;Erickson, Shaw, Murray & Branch, 2015;Krasikova, Green & LeBreton, 2013;Lu, Ling, Wu & Liu, 2012;Shaw, Erickson & Harvey, 2011;Thoroughgood, Tate, Sawyer & Jacobs, 2012;Thoroughgood, Sawyer, Padilla & Lunsford, 2016), abusive (Frieder, Hockwarter & De Ortentis, 2015;Martinko, Harvey, Brees & Mackey, 2013;Scheuer, Burton, Barber, Finkelstein & Parker, 2016;Tepper, 2007) and even toxic (Bhandarker & Rai, 2018;Fahie, 2019;Lipman-Blumen, 2005;Winn & Dykes, 2019) leadership. The potential impact of such unleaderly activity is highlighted by Lipmen-Blumen (2005) when describing toxic leaders as those "who by dint of their destructive behaviors and dysfunctional personal qualities generate a serious and enduring poisonous effect on the individuals, families, organizations, communities, and even entire societies they lead" (p.2). ...
Background
A mounting body of research literature is highlighting the prevalence of serious malpractice by persons in leadership positions. Arguably, too many of those appointed to a leadership position believe that they have the right to act in any way that they choose. They believe that the title of ‘leader’ affords them the licence to act with little regard for others. But just because a person has been appointed to a leadership position, this does not automatically make them a leader. Nor does it imply that everything they do is leadership. Thus, the impetus for this article is the acknowledgement that it's time to clearly distinguish what truly constitutes leadership from that which is its antithesis – leadership malpractice. Not to do so only allows serious leadership malpractice to become normalised as acceptable leadership activity.
Research Aim
Therefore, the aim of this article is to first use research literature to describe the growing concern about the prevalence of malpractice by persons in leadership positions and then to illustrate how such malpractice can be naturally eradicated when leadership is seen, fundamentally, as a relational phenomenon. The purpose of this article is thus to provide a new theoretical perspective of leadership, one that will help to distinguish between that which is and is not leadership.
Findings
A close inspection of the extremely damaging and injurious outcomes produced by leadership malpractice shows that these mirror those caused by persons with extremely harmful psychosocial disorders. Despite any short-term gains, the research shows that leadership malpractice can ultimately cause serious and enduring poisonous effects on the individuals, families, organizations, communities, and even entire societies they lead. Furthermore, rules, regulations and policies have proven powerless. Seemingly, one cannot mandate true leadership; its manifestation must be inherent within our leadership theory.
Practical implications
In response, this article first explores the foundational values, principles and norms underpinning true leadership practice and then presents a new way to understand leadership from a transrelational perspective which naturally eradicates malpractice by those in leadership positions.
Social implications
Given that worldwide research has demonstrated how leadership malpractice causes seriously toxic personal, organisational and social outcomes, this article seeks to provide a theoretical rather than a technical or practical way of redressing this untenable situation. By inference, when leadership is practiced properly, when it is based upon apporpriate foundational values and principles, then malpractice is ended and workplaces become safe, gratifying and productive.
Originality
This article makes a significant contribution to the expanding area of research that is exploring the benefits to be gained by theorising leadership as a relational phenomenon.
... Leadership as one of the most fundemantal concepts has always attracted the attention of researchers. Furthermore, the history of leadership literature has been dominated considerably by an attempt to figure out "good" and "effective" leadership (Shaw, Erickson, & Harvey, 2011). However, destructive leadership has recently been popular in today's discussions and leadership theories since many individuals probably encounter destructive behaviours in their working environments. ...
... (5) Destructive leadership: The spiteful behavior of the leader may intend to wreck the organization or the followers, does not inspire the followers to seek the lawful purposes or interests of the organization, uses harmful approaches to in°uence, and shows hostile behavior with subordinates regardless of the jus-ti¯cation of such cases. The leader showing such hostility in his/her verbal or nonverbal behaviors relies heavily on warnings, threatening, and discipline [Heimann et al. (2020); Shaw et al. (2011)]. (6) Ine®ective leadership: The leader avoids making decisions, overlooks problems, fails to track issues, and protests to intervene, being therefore uncertain and avoids accepting leadership obligations as well. ...
Despite the leadership literature involving a spread spectrum of relevant frameworks to explain leadership behaviors, there is still an ever-increasing demand for more conceptual transparency in leadership styles, characteristics, and their impacts on members and organizations. This study aims to systematically review and identify all the leadership styles and presents a leadership network of all styles based on the seven steps proposed by Scaringella and Radziwon [2018] . A total of 59 articles were consequently selected according to the protocols and then the predominant leadership styles, as well as their characteristics, were investigated and classified in terms of the three criteria namely “task”, “relationship”, and “change” and a [Formula: see text] leadership network was created covering retrogressive and passive leadership (frame 1.1), authentic and exchange-oriented leadership (frame 9.1), influential and transactional leadership (frame 1.9), transformational leadership (frame 9.9), and balanced leadership (frame 5.5). The proposed network indeed coherently covers all the leadership styles reviewed and presents a framework for shifting towards transformational leadership. This network should be viewed as a coherent entirety and all the six leadership concepts including training, behaviors, culture, competencies, succession, and evaluation need to be taken into consideration.
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
The aim of this study is to investigate the effects of constructive and destructive leadership styles on organizational climate and employee performance, and to reveal separately whether the organizational climate has a mediating role in the effect process between constructive leadership and employee performance, and destructive leadership and employee performance and to contribute to the literature on leadership and organizational climate. The scales in the research model were applied to exploratory and confirmatory factor analysis, and it was seen that the model was acceptable in terms of goodness of fit values. The hypotheses were tested through the structural equation model. Results indicate that destructive leadership affects employee performance and organizational climate negatively, constructive leadership affects employee performance and organizational climate positively, and organizational climate has a full mediating role on relationship destructive leadership and employee performance. Also organizational climate has a full mediating role on relationship constructive leadership and employee performance.
Many researchers are interested in the relationship between leaders and their followers, whether in the technology or nontechnology sector. However, the moderating factors of the relationship between leadership types and followers’ performance have been underexplored. This study investigates the moderating role of a leader’s narcissism in the relationship between leadership types (transformational and transactional) and follower performance in technology and nontechnology industries. We analyze the results of a survey of 46 chief executive officers and 205 followers at 46 large companies in Korea, of which 30 are in the technology sector and 16 are in nontechnology industries. The results show that a leader’s narcissism mitigates the positive relationship between transformational leadership and followers’ performance. Moreover, a leader’s narcissism strengthens the negative relationship between transactional leadership and followers’ performance. When industry type is considered, this effect remains evident only in the technology sector. These findings suggest that the moderating role of narcissism in the relationship between leadership and follower outcomes can be industry-specific. The results contribute to theoretical discussions about the relationship between leadership types and followers’ performance and its moderating factors.
This case study adopted qualitative research using ethnography method. The study investigated the effects of leadership styles on the organizational climate at a selected government agency in Kota Kinabalu, Sabah. A total of 25 employees from six departments were interviewed to gather data for analysis of the real life experience of employees. The results would be beneficial in an organization for both the employer and employee. The different types of leadership styles, emotions, feelings, self-esteem and emotional management, employees’ relationship and types of training in creating organizational climate were also discussed. The result of the study is important for policy implementation, employees’ career development, theoretical knowledge and understanding the status of the organization. The study also found that leaders who failed to exhibit strong character, making the best use of resources and produce results at organization would not be able to achieve and sustain effective administration, achieve goals, sustain quality and deliver first-rate services. The study would also provide recommendations based on the findings.
Purpose
The literature on destructive leadership has largely ignored the perspective of the subordinate, especially in terms of conflict coping mechanisms. This study aims to integrate research on destructive leadership and subordinates’ voice behaviour as a conflict coping mechanism. Drawing on the social exchange, conservation of resources and social identity theories, it argues that destructive leadership negatively affects employees’ voice behaviour and that this relationship is moderated by subordinate personality and organization climate.
Design/methodology/approach
The proposed model was tested on a sample of 275 professionals working in the banking and insurance sector in India using a temporal research design with data collected in two phases six months apart. Partial least squares structural equation modelling was used for data analysis.
Findings
The results support the main effect relationship between destructive leadership and subordinates’ voice behaviour and the moderation of subordinates’ personality and organizational climate. Temporal analysis indicates that the nature of some relationships changed across the two time periods.
Practical implications
A greater understanding of destructive leader behaviour and resultant coping strategies of subordinates is likely to provide insights for managers facing such situations. The findings of this study will inform the creation of redressal and voice mechanisms in organizations.
Originality/value
This is among the first studies to examine the impact of negative forms of leadership on subordinates’ conflict coping mechanisms using a temporal lag design across two time periods.
Destructive Leadership Behaviors in Public Schools in Egypt: A Study in the Dark Side of Leadership
Prof. Salah ElDin Abdel Aziz Ghoneim
سلوكيات القيادة المدمرة بالمدارس الحكومية في مصر: دراسة في الجانب المظلم للقيادة مجلة البحث التربوي- العدد 39- يناير 2021- ص ص 23-102
Interest in the destructive leadership concept has increased in recent times. Accordingly, the researchers developed a theoretical model for destructive leadership that highlights two aspects: directing subordinates towards goals that conflict with the interests of the organization, and using harmful methods in leading the subordinates.
The current study focused on two areas: The first is to know the degree of destructive leadership behaviors in public schools in Egypt in its four dimensions: administrative ineffectiveness, harsh interpersonal relationships, increased burdens on subordinates, and loss of professional morals. The second is to explore the implications of the differences in the views of the education authority members in public schools in Egypt on the degree of destructive leadership behaviors availability in its various dimensions according to the following variables (professional level - governorate - gender). The study aimed at presenting proposals and recommendations that may contribute to reducing or limiting destructive leadership within the educational institutions.
The current study relied on the descriptive approach and the questionnaire tool to obtain quantitative data to measure the independent variables of leaders' behaviors and the opinion and perceptions of the study sample for those behaviors in their schools. The study sample consisted of (306) members of the education authority in public schools in Egypt in the academic year (2020/2021) who answered the electronic questionnaire questions.
The field study found that there are statistically significant differences between the study sample individuals according to the governorate variable in the four dimensions, especially Cairo and Giza, and the rest of the governorates, in addition to the gender variable (male – female).
The field study concluded that the study sample agreed on phrases of the questionnaire in all dimensions with an above average degree, and there were statistically significant differences among the study sample members according to the governorate variable in the four dimensions among the governorates, especially the governorates of Cairo, Giza and the rest of the governorates.
The results showed that the governorates of Cairo, Giza and New Valley are the best among the sample governorates at the level of school administration in the lack of destructive leadership in its various dimensions in their schools. The study concluded by providing a set of recommendations to reduce the destructive leadership behaviors available in public schools in Egypt.
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.