A leader behaving in a way that is exceedingly self-interested and exploitative of others is a recurring notion in destructive leadership but also an unexplored aspect that warrants further scrutiny. In this article, we introduce the concept of “exploitative leadership,” which is mainly characterized by high levels of leader self-interest. In a total of six studies (total N = 1,722), we develop a scale to measure the construct, establish its psychometric properties, consider the nomological validity of exploitative leadership by examining its linkages with related leadership constructs, and establish discriminant and convergent validity. Finally, we analyze the relations between exploitative leadership and follower outcomes, considering individual-level as well as team-level effects. By extending the range of theoretical and measureable behaviors leaders may show, we hope to allow research to take into account a more complete picture of destructive leadership.

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Destructive leadership comes in many shapes and forms. From reviewing the literature, we conclude that three major forms of destructive leader behaviors are described: (1) follower-directed destructive behaviors, i.e., genuine abusive forms of destructive leadership, (2) organization-directed behaviors, i.e., behaviors such as stealing from the organization or embezzlement, and (3) self-interested destructive leader behavior, i.e., leader who exploit others to reach their goals. One can easily imagine that these three types of leader behavior have very different effects on followers. Unfortunately, so far, there is no empirical evidence to support this, since comparative research in the field of destructive leadership is scarce. With this paper, we aim to address this gap: In two studies, an experimental and a field study, we examine the differential impact of these three different destructive leader behaviors on two important outcomes: first, their impact on different emotional reactions of followers, the most proximal outcome to a social interaction. Second, we examine a key outcome in leadership research: followers' turnover intention. The results suggest that different types of destructive leader behavior do impact followers differently. Whereas all three behaviors had a positive relationship with negative affect, follower-directed destructive behaviors had the strongest relation out of the three. As expected, all three types of destructive behavior relate to turnover intention, yet, the results of our study suggest that different types of destructive leader behavior relate to different urgencies of turnover intention. We conclude that a tailored approach to destructive leadership, whether in research or practice, seems necessary, as diverse types of destructive leader behaviors affect employees differentially.

Entrepreneurial teams often struggle with simultaneous task and team challenges at an early stage of new venture creation. The way in which teams shape their teamwork is key in leveraging performance in the pre-founding phase. Learning should help the team in establishing good teamwork and in expanding its members entrepreneurial capabilities. Leadership is needed to facilitate and guide this learning. Accordingly, we investigated learning and leadership as facilitators of performance in the pre-founding phase. Specifically, we examined team reflexivity as a collective internal learning process and boundary spanning behaviour as an externally directed individual activity, operating at different levels in fostering team and individual performance. Charismatic team leadership was examined as a catalyst of learning, shaping team and individual performance ultimately. The multilevel mediation model was tested based on data from 196 members of 58 teams of a venture creation programme. Team reflexivity predicted team and individual performance. Boundary spanning behaviour was not related to performance. As hypothesised, charismatic team leadership predicted team and individual performance, both mediated by team reflexivity. This research highlights the relevance of team learning in pre-founding teams and emphasises leadership in shaping learning and moving new ventures forward.

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Women in academia face unique challenges when it comes to advancing to professorship. Using latest research about gender and academic leadership, we present a training curriculum that is sensitive to the unique demands of women in and aspiring to leadership positions in academia. The context-specific and evidence-based approach and a focus on self-directed leadership development are unique characteristics of the training. It aims to enhance women's motivation to lead, increase their knowledge about academic leadership, and empower them to seek the support they need to proactively work toward appointment to a professorship. We also delineate an evaluation framework, which addresses these targeted outcomes. The findings from a pilot program in Germany confirmed that the curriculum is effective in developing women as academic leaders. The discussion highlights the significance of a context-specific and evidence-based approach to women's leadership development in academia.

Die Form der Dehnungskurven von Einzelkristallen hiingt vonder Orientierung tier Gleitelemeute zur Zugriehtung ab. Die Schar der aaf die Hauptdehnung yon Zn-Kristallen beziiglichen Dehnungskurven kann durch eine einzige Kurve dargestellt werden, die die Schubfestigkeit des wirkenden Gleitsystems als Funktion der Abgleitung angibt and naeh ~bersehreitung der Streekgrenze nahezu linear verl~uft. --Der Vergleich tier Verfestigung wirkender und latenter Gleitfl~chen wird am Zn-und Sn-Kristall durchgefiihrt. Im Falle kristallographiseher Gleichheit beider Fli~chen ergibt sich bei beiden Kristallen, dab sich die wirkende erheblich weniger verfestigt als die Iatente. Fiir einen Fall kristallographischer Ungleiehheit der beiden Fl~ichen zeigt die Hauptdehuung des Zn-Kristalls, dab sich die wirkende (dichter belegte) Basisfl~ehe erheblich st~irker verfestigt als die latente Prismen-fl~ehe erster Art.~ bersicht.Der Grundvorgang der plastischen Kristalldehnung ist in den letzten Jahren erneut .mehrmals und aus~iihrlich beschrieben worden. Er besteht in einer Translation, die mit Biegung der Gleitschichten verbunden ist (Miigge) und als ,Biegegleitung ~ bezeichnet wurde. Gleitflachen und Gleitrichtungen sind nicht kri~ftemechanisch, sondern kristallographlsch bestimmt. Eine Gesetzmiil]igkelt, die sich --bei Metallkristallen -bisher v011 bew~.hrt hat, besagt, dal] die dichtest belegte Gitterkante die beste Gleitrichtung des Kristalles darstellt. Die dichtest be]egte Netzebene ist in der Regel ebenfalls die beste Gleitfli~che des Kristalles.Quantitativ ist die Gleitfahigkeit einer Kristallfli~che durch iene in der Gleitrichtung wirkende Schubspannung gegeben, die das Einsetzen yon Abglei~ung herVorruft. Diese ,,kritische" Schubspannung hat sich bei den bisherlgen Versuchen a]s unabh~ngig yon der gleichzeitig auf die Gleitfl~che wirkenden Normalspannung ergeben 1).Die zum Einsetzen der plastischen Dehnung nS~ige Schubspannung in der Gleitflliche reicht jedoch nicht zu ihrer Aufrechterhaltung hin. Der Gleitwiderstand erfiihrt vielmehr eine dauernde Erh(ihung mi~ forkschreitender Dehnung, worauf wiederholt hingewiesen worden ist. 1

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