Abstract
A positive bias exists in leadership research and writings, causing most writers to equate a leader with a good and efficient leader. Yet, leaders may undermine or sabotage both the legitimate interest of the organization they serve and the motivation, efficiency, and well- being of their subordinates. We present a theoretically based conceptual model of destructive leadership behaviour. The proposed model builds on the assumptions that 1) destructive leadership behaviours comes in many shapes and forms, 2) leadership behaviour occur along two basic dimensions; pro-organisational versus anti-organisational behaviour and pro-subordinate versus anti-subordinate behaviour, and 3) a leader may simultaneously show both constructive as well as destructive behaviour. Out of this we describe four basic forms of destructive leadership behaviour; tyrannical, derailed, supportive both disloyal and laissez-faire leadership. We furthermore argue for taking a behavioural and conglomerate perspective in order to improve prevention and problem management.
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