Art Padilla's research while affiliated with The University of Arizona and other places

Publications (5)

Article
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Over the last 25 years, there has been an increasing fascination with the “dark” side of leadership. The term “destructive leadership” has been used as an overarching expression to describe various “bad” leader behaviors believed to be associated with harmful consequences for followers and organizations. Yet, there is a general consensus and apprec...
Chapter
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Read the chapter online here: https://books.google.com/books?hl=en&lr=&id=LlLeCQAAQBAJ&oi=fnd&pg=PA63&dq=padilla+lunsford&ots=ZnB83cYV98&sig=V2e6pyOAZm4dxy0vsITzbm0cD-k#v=onepage&q=padilla%20lunsford&f=false
Article
Alderfer's (2013) piece on the Sandusky/Penn State tragedy reminds us that leader-centric analyses, the norm in leadership studies, often miss the mark. Alderfer joins a growing list of writers who increasingly recognize that leadership consists of three key elements in a triangle: leaders, followers, and environments. The Penn State scandal highli...
Article
Full-text available
In order to achieve a more comprehensive understanding of the leadership process, we must steer away from leader-centric analysis, towards a more holistic, contextual approach. Leadership behaviour is continually influenced by political and group dynamic and we must therefore not underestimate the role of followers and environments when it comes to...

Citations

... Hassan et al. (2022) claimed that in spite of the importance of organizational factors in influencing unethical behaviour of leaders, scholarly attention in this direction is very scarce. By the same token, Thoroughgood et al. (2018) proposed a more holistic conceptualization of the antecedents of destructive leadership, which includes flawed, toxic or ineffective leaders, susceptible followers, internal organizational checks and balances, external checks and balances, macro-environmental elements and cultural and societal elements (Thoroughgood et al., 2018). On the other hand, Hoyt et al. (2013), in their examination of unethical leadership based on social role theory, claimed that a strong contributing factor to the unethical behaviour of leaders lays is the social role expectations that people have of their leaders, specifically those expectations which are related to the achievement of group goals. ...
... This study parallels leadership studies in organizational contexts and supports anecdotical evidence indicating that destructive coach leadership behaviour is prevalent in sport (Arnold et al., 2013;Lunsford & Padilla, 2015). The sample were elite athletes, and it may well be that destructive leadership is more common and tolerated at this level due to higher pressure and more result focused than in lower levels. ...
... However, leadership can also be shared by team membersrotating to the person with the key knowledge, skills, and abilities for the particular issues facing the team at any given moment (Pearce, 2004). Leadership literature and research has predominantly focused on the leader and one tends to overestimate the significance of the assigned leader (Padilla & Lunsford, 2013). ...
... Given these behavioral tendencies, it is not surprising that employees, who are high in Machiavellianism, typically pursue their own self-interest at the cost of colleagues as well as the organization (Dahling et al., 2009). Prior empirical work has established the positive association between employees' Machiavellianism and their engagement in counterproductive work behaviors (Belschak et al., 2018a), such as theft (Fehr and Samsom, 2013), hunger for more economic opportunism, power and status (Hunt and Chonko, 1984;Sakalaki et al., 2007), and deviation from organizational norms and rules (Thoroughgood and Padilla, 2013). In extending this line of inquiry further, recent research has begun to explore the relationship between supervisors' Machiavellianism and their leadership/supervisory style, particularly negative forms of leadership (Judge et al., 2009;Kiazad et al., 2010;Wisse and Sleebos, 2016). ...
... In line with the works of Padilla et al. (2007), Thoroughgood et al. (2012) and Ryan (2018), the three domains of leader, subordinate and organization are identified as a means by which to analyse toxic leadership in education. Each domain provides insights into the nature and impact of toxic leadership, as do the interactions between the three domains. ...