Destructive Leadership Research Articles

Социально-психологические особенности формирования просоциальности у подростковых лидеров отрицательной направленности

<p>Nowadays insufficient attention in science and penitentiary practice is paid to socio-psychological factors that cause the development of destructive leadership of positive and negative orientation. The material is devoted to the improvement of methods and technologies of preventive psychological work with juvenile offenders who are leaders in their environment. The authors describe the main features and characteristics of destructive leadership with positive and negative orientation, substantiate the forms of psychological and pedagogical influence in the organization of preventive work with juvenile offenders. A program of prosocial personality development has been developed, aimed at overcoming deviant behavior and developing (strengthening) the prosocial orientation of the individual through the formation of an axiological, instrumental and motivational-need component of the personality.</p>

Organizational Commitment, Organizational Citizenship Behavior and Turnover Intention: The Moderating Role of Leadership Behavior

Organizational Commitment, Organizational Citizenship Behavior and Turnover Intention: The Moderating Role of Leadership Behavior

Leadership competence in education: resisting manipulative influences in employment relations

The article reveals one of the important abilities of the leader, which is manifested in the resistance to manipulative influences, which is often a destructive factor in the deterioration of the moral and psychological climate of the team. The problem of leadership is understood through the prism of the competence approach in the coordinate system of trait theory, servant-leadership, situational, behavioral, motivational and value theories. An analogy is made between a leader as a high-status individual in a group and a teacher in a university educational environment. The essence of the concept of "manipulation in official relations" is revealed as a cross transaction of type 3 (E.Bern) and on the basis of moral and ethical criteria the differences between manipulative influence and constructive hidden influence, in which the object of influence is the beneficiary, as well as the initiator of the influence, are distinguished , which is symptomatic of the pedagogical interaction between a mentor and a student. Attention is drawn to a special type of manipulative influences in service relations, which are implemented in the "leader-follower", "leader-subordinate" model and stem from the phenomenon of "obedience to authority" (S. Milgram) and the phenomenon of destructive leadership (S. Einarson). The phenomenon of "obedience to authority" is also based on the constructive hidden influence of parity interaction in the paradigm of humanistic pedagogy, which involves the achievement of a socially significant, moral goal of preparing an individual for life and work (N. Hegen). It is emphasized that the leadership competence of resisting manipulation includes not only the ability to recognize the destructive influence of the aggressor, but also to classify it according to the scenario line (N. Nepriakhin) and to choose adequate countermeasures (V. Sheinov, B. Ratnikov, S. Kara-Murza). Not only specific ways of resisting manipulative influences, depending on their type, are highlighted, but also universal methods of exposure and protection against manipulation through active, passive and counter-manipulative countermeasures are offered.

독재적 리더십과 구성원의 주도적 행동 - LMX의 매개역할 및 성장욕구 강도의 조절효과 -

This study began with the question of whether there is an indicator that can accurately measure the importance of the role of a leader in organizational life. Strictly speaking, the behavior of a leader is bound to have a positive or negative effect on his or her subordinates, that is, subordinates of the organization. It may be due to the influence of the power of the leader. Leadership research mostly studies the leadership effect in a positive aspect. It can be said that the term Leadership has a positive meaning. Although the concepts and definitions of leadership revealed through positive leadership behavior are different, many studies have suggested that they have a positive effect on a number of variables such as job attitude, job performance, and organizational performance of members. However, research on the negative effects of leaders' actions, that is, negative leadership, is increasing recently. It was revealed that the negative leadership type, named Destructive Leadership, negatively affects the job satisfaction of subordinates. Einarsen et al. (2007) defined leaders' destructive behavior as behavior that negatively affects not only members but also organizations, negatively affecting organizational goals, tasks, resources, effectiveness, motivation, and well-being or job satisfaction of subordinates. Several types of negative leadership behavior have been suggested, but this study intensively studied autocratic leadership. A number of previous studies have shown that autocratic leadership induces negative feelings for leaders' behaviors by ignoring subordinates' opinions or excluding them from the decision-making process, ultimately adversely affecting job attitudes and commitment for achieving organizational goals. This study is an empirical study conducted to clarify the mediating effect of the leader-member exchange(LMX) in the relationship between autocratic leadership and subordinate proactive behavior. As a result of analyzing 272 ROK Air Force officers and NCOs, it was found that autocratic leadership had a negative (-) relationship that negatively affected the leader-member exchange, and that the leader-member exchange mediated the negative effect of autocratic leadership on proactive behavior. In addition, the effect of controlling the relationship between autocratic leadership and leader-member exchange was also confirmed by the strength of the subordinates' growth needs. The higher growth need strength, the stronger the negative effect of autocratic leadership on the leader-member exchange. Through this study, it was confirmed that autocratic leadership undermines the leader-member exchange, and through this, subordinates engage in less proactive and non-participating behaviors. Research revealing the negative effects of autocratic leadership is increasing abroad, but there are few cases of empirical research on domestic cases. The results of this study show that leader's negative behavior can negatively affect the proactive behavior of subordinates for the organization are examples of how important leaders' roles and behaviors can have, and provide implications in many aspects.

The moderating role of employee socioeconomic status in the relationship between leadership and well-being: A meta-analysis and representative survey.

We investigated the moderating role of employee socioeconomic status (SES) in the relationship between leadership and employee well-being. Leadership forms an important predictor of how (un)well employees feel. Conceptualizing leadership effects and employee SES from a job demands-resources perspective, we propose that the relationship between leadership and employee well-being is stronger among employees with lower SES. These workers tend to have fewer resources and can benefit more from constructive leadership, but are burdened more by destructive leadership. We find support for this in two studies: In the first, a comprehensive meta-analysis of 219 studies and 241 independent samples (N = 120.596), we found that two markers of lower employee SES (i.e., lower education and lower occupation status) moderate the relationship of constructive and destructive leader behaviors with well-being. In the second study, we analyzed a large-scale representative employee sample (N = 62.602) and extended these findings by examining nonpermanent work contract as an additional occupation facet, and low income as another marker of lower SES. Additionally, we show that resources (autonomy, self-efficacy) and demands (work pressure, cognitive demands) represent possible mechanisms through which constructive and destructive leadership relate to well-being. Specifically, the indirect relationship of constructive and destructive leadership with well-being, through job demands and resources, was generally stronger among employees with lower SES. In addition, the findings provide support for a stronger role of leadership in the well-being of employees with lower SES, a large group of employees who are oftentimes not the central focus of leadership scholars or organizations. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Root influence on public sector audit committee effectiveness: revisiting methodological and theoretical research dimensions

IMPACT This article identifies six root influence themes of South African public sector audit committee effectiveness. With members’ independence, competence, internal auditing, and knowledge of the business being well documented, the themes of the committee’s own leadership and external leadership are under-explored. Aspects added to the current body of knowledge include accepting accountability for decisions, the chair’s extent of power and having the ability to take a stand against management malpractices for internal leadership. Political interference, the standing of the management team and the interaction between management and the committee are identified as external leadership influencers. Decision-makers, audit professionals and regulators should take note of these six root influences in general and destructive leadership behaviour in particular, to ensure that it is appropriately managed.

Looking Beyond the Toxic Triangle: Connecting Sexual Abuse to Failed Governance

The authors aim to further theoretical conceptualizations of sexual abuse in college sport by providing a wider framework to better identify and combat abuse within organizations. Building on the Toxic Triangle of Destructive Leadership, the authors offer an analysis of destructive leadership from an organizational perspective that reconceptualizes destructive leadership as a group and organizational phenomena by centering governing board actions in previous cases of abuse. Through analysis of the NCAA governance structure and the governance structure of higher education at large, the authors provide rationale for advancing governing boards as a sport governing body and demonstrate how governing boards are inseparable from the governance structure of the NCAA. In analyzing the literature on organizational responses to sexual abuse in intercollegiate athletics, the authors posit a new framework to better identify, prevent, and combat abuse in sport and call for enhanced proactivity from institutional leadership to address sexual abuse.

Employees Working Behavior under Different Shades of Destructive Leadership

Still, there is a lack of research on the dark side or destructive leadership. The purpose of this research is to add the literature on the two shades of destructive leadership, that are aversive and exploitative leadership, and their shadow in the form of counterproductive work behavior on the nursing professionals. Using 485 samples collected from the nurses of different hospitals of Pakistan, the model is tested through multiple linear hierarchical regressions, correlation analysis, and confirmatory factor analysis in Smart PLS software. The results reveal that people working under aversive and exploitative leaders are more likely to indulge in counterproductive work behavior. Still, proactive personalities have an essential impact which weakens the relationship between destructive leadership and counterproductive work behavior. Results of this study describe a vital requirement for corporate leaders to strengthen their recruitment process in such a way that people with aversive and exploitative attitudes ought to understand how to treat their subordinates before they enter top roles to discourage their workers from indulging in counterproductive behavior.

The Effects of Destructive Leadership on Organizational Citizenship Behaviour: The Mediating Role of Psychological Capital

The purpose of this study was to test the impact of school principals’ destructive leadership behaviour on teachers’ perceptions of organizational citizenship behaviour (OCB) via psychological capital (PsyCap) within a structural equation model. The study was conducted with causal research design. In this study, destructive leadership was taken as the independent variable, OCB as the dependent variable and PsyCap as the mediator variable. The study participants consisted of 253 high school teachers working in 21 of the schools selected from various school districts in the central districts of a metropolitan using the stratified sampling method. The data were collected with Destructive Leadership Questionnaire, PsyCap Questionnaire and OCB Questionnaire. Path analysis was conducted to enable associating measurement errors in both latent and observed variables. The research findings demonstrated that destructive leadership had negative impact on PsyCap and OCB while PsyCap had positive impact on organizational citizenship behavior. It was concluded that the mediator impact of PsyCap regarding the impact of destructive leadership on OCB was negative. Based on the negative impacts of destructive behaviours on teachers, defining and involving specific characteristics of destructive leaders and their consequences for schools and teachers into educational practices and policies would be helpful to prevent tendencies toward destructive behaviours. In this regard, applying systematic and effective selection process, using effective feedback mechanism and teacher participation in the management process may help eliminate destructive leadership.

On the destructiveness of laissez-faire versus abusive supervision: a comparative, multilevel investigation of destructive forms of leadership

ABSTRACT Different forms of destructive leadership are prevalent in organizations, but rarely studied together. Additionally, most studies take an individual-level view on the consequences of destructive leadership. However, while most supervisors lead teams, it remains unclear how destructive leadership behaviours affect team processes and outcomes from a multilevel perspective. Building on this premise, we analysed the relationship of abusive supervision and laissez-faire leadership with OCB on the individual and team-level. As an important team process, we considered team trust as a mediating mechanism. Further, we investigated whether laissez-faire leadership is more harmful to OCB compared to abusive supervision. We tested our proposed model in a three-wave study with data from 658 team members out of 149 teams. Bayesian multilevel analysis generally supported our assumptions: Abusive supervision lowered team trust and subsequently OCB at the individual and team-level, whereas laissez-faire was not related to team trust on the team-level. Additionally, our results indicated that laissez-faire was more harmful to OCB than abusive supervision on both levels. Finally, implications for theory and practical use in organizations are discussed.

Military and Veteran help-seeking behaviors: Role of mental health stigma and leadership

ABSTRACT Mental health stigma has been identified as a barrier to help-seeking in the United States. This may be particularly salient for military personnel who tend to report higher mental health stigma than the general population. Evidence suggests that both supportive and destructive military leadership are related to service members’ attitudes toward seeking help. In the current study, a sample of military service members and Veterans (N = 232) completed an online survey regarding mental health stigma, previous experiences with military leaders, and mental health help-seeking behaviors. Findings indicated that destructive and supportive leadership experiences were significantly related to self stigma, public stigma, and help-seeking. Military members and Veterans who experienced destructive leadership were more likely to report internalized mental health stigma, which decreased the likelihood of seeking help. Supportive leadership, on the other hand, was associated with greater likelihood of seeking help for mental health concerns, and was indirectly related to help-seeking through lower self-stigma. Findings suggest that the military leadership style plays a significant role in service members’ and Veterans’ willingness to seek assistance for mental health concerns.

Leadership for Empowerment: Analyzing Leadership Practices in a Youth Care Organization Using Peer Video Reflection

ABSTRACT In recent years, increased complexity and persistent challenges induced governmental organizations to transform their ways of operating. Inherent to such transformations are shifts in approaches to leadership and organizational learning. However, adopting strategies that empower staff to take complex context-appropriate decisions has shown to be difficult. This paper aims to gain insight into empowering and disempowering leadership practices in complex transformation processes. Team leaders of a governmental organization participated in observing videos of weekly team meetings, noting positive and negative interactions between the peer-team leader and team members. Their observations were analyzed using the four dimensions of psychological empowerment. All team leaders showed empowering and disempowering practices within one case discussion. The findings illustrate in which contexts these practices are triggered. Results help to theoretically elucidate academic debates about the relationships between empowerment and control, differences between empowerment and laissez-faire and between empowering and destructive leadership in human service organizations.

The effect of destructive leadership on self-efficacy and counterproductive work behaviors: A research on service sector employees in Mersin, Turkey

The aim of this study was to find out the effect of destructive leadership on employees’ self-efficacy and counterproductive work behaviors. The data was collected from a convenience sample of 486 service sector employees in Mersin, Turkey. Descriptive statistics, explanatory factor analysis, and regression analysis were conducted to analyze the data. The results showed that lack of competence in leadership, excessive authoritarianism, and favoritism dimensions increased the organization-oriented counterproductive work behaviors while resistance to technology and change dimension decreased these behaviors. In contrast, insensitivity to subordinates had no effect on counterproductive work behaviors. Furthermore, destructive leadership had no effect on employees’ self-efficacy, but self-efficacy affected counterproductive work behaviors. This study provides theoretical and practical implications for understanding the effect of destructive leadership behaviors on the employees’ self-efficacy and counterproductive work behaviors in the context of the service sector.

CONSEQUENCES OF AVERSIVE AND DESPOTIC LEADERS ON THE PSYCHOLOGICAL CONTRACT OF PUBLIC SECTOR NURSES

Destructive leadership research is neither much studied by the researchers, nor their styles are studied together in the previous literature. This paper adds aversive and autocratic leadership (two shades of destructive leadership) to the investigation, particularly the Pakistani context, which has not been studied before. This paper further proposes that psychological contract breach (PCB) results from the aversive and autocratic leadership due to their destructiveness. The model also gets its support from the COR theory by [47]. People with proactive personalities were hypothesized to moderate the two relations. However, the results supported only two hypotheses. However, the moderation effect was found to be insignificant. It is a cross-sectional study. The data for the current study were collected from 386 nurses working in the public sector hospitals by questionnaires. Quota and convenient sampling techniques were used for the person. In addition to limitations and suggestions for future researchers, the theoretical and practical implications are also provided conclusively. Limitations to the study and suggestions for future examination alongside theoretical and practical implications are also stated.

A temporal study on subordinate’s response to destructive leadership: voice withdrawal as a conflict coping mechanism

PurposeThe 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/approachThe 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.FindingsThe 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 implicationsA 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/valueThis 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.

Appetite for Destruction: A Psychometric Examination and Prevalence Estimation of Destructive Leadership in Sweden.

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.

A cross-cultural view of destructive leadership and followers’ task performance

Despite continued scholarly and practitioner interest in destructive leadership, we have an incomplete understanding of why, how, and the extent to which destructive leaders affect their followers’ task performance differently across the various societal contexts in which this relationship is embedded. We remedy this problem by drawing from 69 independent samples of empirical data (k = 69, N = 19,692) to generate a meta-analytic data set that enables us to build and test implicit leadership theory predictions about why GLOBE’s cultural value dimensions moderate the relationship between destructive leadership and followers’ task performance across countries. We extend implicit leadership theory to explain why salient violations of followers’ expectations for leadership behaviors exacerbate or attenuate the relationship between destructive leadership and followers’ task performance. The results demonstrate that GLOBE’s cultural value dimensions meaningfully predict the relationship between destructive leadership and followers’ task performance, especially uncertainty avoidance, power distance, gender egalitarianism, human orientation, and performance orientation cultural value dimensions. Our examination of cross-national differences in violations of implicit leadership theory expectations generates theoretical, empirical, and practical contributions for research and practice.

A Meta-Analysis of the Role of Destructive Leadership and Personality on Subjective Well-Being

Drawing on affective events theory, we examine the impact of destructive leadership and subordinate personality (i.e., the Big Five traits of openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism) on subordinates’ subjective well-being (i.e., positive and negative state affect). Consistent with affective events theory, we examine if personality (a stable disposition) or destructive leadership (a work event) are more important predictors of positive versus negative subjective well-being. Our results suggest that destructive leadership predicts more explained variance (i.e., about 70.518%) in negative subjective well-being than all the Big Five traits (i.e., about 29.482%). Interestingly, we found that personality predicts more explained variance in positive subjective well-being (i.e., about 76.190%) than destructive leadership (i.e., about 23.810%). These findings have important implications for the leadership, well-being, and affective events theory literatures because they suggest that destructive leadership is very damaging to our negative subjective well-being, but less impactful for our positive subjective well-being. In this meta-analysis, we discuss the implications for these findings on affective events theory and the leadership and well-being literatures.

Destructive Leadership and Dark Personality Subordinates

It is widely believed that “employees quit bosses, rather than jobs.” We seek stronger corroboration for this adage by investigating destructive leadership and how the Dark Triad (comprising psychopathy, narcissism, and Machiavellianism) moderates its impact on employees’ quit propensity. We found that leader’s psychopathy positively relates to abusive supervision and exploitative leadership. Such destructive leadership was positively related to employees’ quit intentions, especially abusive supervision. Moreover, employees high in psychopathy were more quit-prone when supervisors committed destructive leadership. By contrast, employees high in Machiavellianism and narcissism more likely stayed when their leaders did not engage in destructive leadership.

Dysfunctional Leadership. A Systematic Literature Review and Research Agenda

Over the last 20 years, there has been growing interest in the “dark” side of leadership. This pa-per systematically reviews the literature on dysfunctional leadership and synthesizes the diverse definitions, constructs, and measures. We identified 21 different constructs of undesirable su-pervisory behavior, including abusive supervision, destructive leadership, paternalistic leader-ship, and workplace bullying; disentangled their similar and different underlying dimensions, such as power asymmetry, the tendency to belittle others, and supervisor self-orientation; and analyzed 42 different construct operationalizations. We consolidated our findings in a compre-hensive dysfunctional leadership framework that includes the causes and consequences of dys-functional leadership on multiple levels and contextual and demographic factors as contingency factors. Based on this framework, we develop a research agenda that recommends dyad-related approaches to better understand the mutual causes of dysfunctional leadership and multilevel approaches to better understand the work- and person-related consequences of dysfunctional leadership.