Linking destructive forms of leadership to employee health

Abstract

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