Abstract
This paper examines the impact of destructive leadership behaviours experienced by subordinate employees. Structured questionnaires based on the petty Tyranny in organizations scale to explore the scope and nature of destructive leadership were used. The study further explores the relationship among leadership experiences, various measures of subordinates’ satisfaction and turnover level. The results showed that despite the central role of leadership holds for many firms in Hanoi, Vietnam, subordinate employees reported experiencing toxic destructive leadership. There was a significant negative relationship among destructive leadership, all measures of satisfaction and turnover level. Surprisingly, there was not a significant negative impact on turnover level (inclination to remain in the employment) among the subordinate population.
Highlights
A common one among them was given by this, “destructive leadership behavior refers to systematic and repeated behaviour by a leader, supervisor or manager that violates the legitimate interest of the organization by undermining and/or sabotaging the organization’s goal, tasks, resources and effectiveness and/or the motivation, well-being or job satisfaction of subordinates.”
The questionnaire addressed demographics, satisfaction with various aspects of the job and relationships with others, turnover level, and specific positive and negative behaviors experienced in the enterprises
Correlations were used to determine the significance of associations between destructive leadership and satisfaction and turnover level
Summary
The concept of destructive leadership bahavior has several definitions as many researchers exist. Leaders are in a position of trusting and organizing resources, in effect, without supervision. A destructive leadership behavior’s degree of selfishness will affect the subordinates, whose responses constitute a form of feedback that either moderates or worsens the destructive behavior Blaming others for their problems is an approach that some leaders adopt when they lack the necessary ability to lead. They become suspicious and mistrustful of those who are bright enough to cope, and become progressively more paranoid. The sociopathic leader consistently disregards and violates other people’s rights They exhibit destructive behavior characterized by indifference to having hurt or mistreating others and a consistent lack of remorse. Leaders with destructive leadership behaviors believe they are special and entitled to more positive outcomes in life than others, so that they are more intelligent than they are, and they are better in their exertion of power and dominance than others
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