Destructive forms of leadership

Mullen, Jane; Fiset, John; Rhéaume, Ann

doi:10.1108/lodj-06-2018-0203

Cited by 37 publications

(33 citation statements)

References 81 publications

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“…Moreover, as research of Mathieu and Babiak (2015) has shown, negative leadership styles and behaviours, as opposed to positive ones, have a more substantial impact on employee attitudes. Several studies examined the dimensionality of such destructive forms of leadership (e.g., Mitchell and Ambrose, 2007;Valle et al, 2019), identifying their antecedents and consequences (Mullen et al, 2018;Tepper, 2000;Tepper et al, 2009), and to a lesser extent, proposing theoretical models explaining the nature of such leadership (Einarsen et al, 2007;Krasikova et al, 2013;Thoroughgood et al, 2018;Wang et al, 2010). Still, although research on these forms of leadership has grown in the past few years, it is plagued with three problems:…”

Section: Introductionmentioning

confidence: 99%

Full range indeed? The forgotten dark side of leadership

Itzkovich¹,

Heilbrunn²,

Aleksić

2020

JMD

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PurposeThe full-range leadership theory, and the distinction between transformational, transactional and laissez-faire leadership behaviour has strongly influenced leadership theory and research in the last several decades. However, in spite of its impact on theory and practice, it has a few shortcomings, as, in its essence, it disregards several essential aspects of a leader’s behaviour, such as the dark side of leadership behaviour. Therefore, to capture various leader behaviours, we provide a more comprehensive leadership model named the “complete full range of leadership”.Design/methodology/approachBased on reviewing the relevant theoretical and empirical literature, we propose an extended theoretical model, which addresses the existing shortcomings of the full range leadership model.FindingsFirst, we added a new active and more destructive facet of leadership style named active, destructive leadership style. Second, based on existing empirical findings, we restructured the transactional facet of full-range leadership by collapsing its components into two new distinct facets representing active constructive leadership style and passive destructive leadership style. Finally, drawing on Hersey and Blanchard’s model, we add a new passive and constructive facet named passive constructive leadership.Originality/valueOur suggested “complete full range of leadership” contributes to leadership theory by addressing the gap between existing theory and empirical findings, making a clear distinction between lack of leadership and delegation and by comprising the dark side of leadership with its bright side into one comprehensive leadership model.

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Section: Introductionmentioning

confidence: 99%

Full range indeed? The forgotten dark side of leadership

Itzkovich¹,

Heilbrunn²,

Aleksić

2020

JMD

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“…, 2018), while it can also have a negative indirect effect through lowering their internal identity perceptions. Although previous research indicated such negative correlation between SI and psychological safety (Mullen et al. , 2018; Smittick et al.…”

Section: Discussionmentioning

confidence: 83%

“…Antecedents of psychological safety include proactive personality, disposition of a person to feel calm and relaxed, as well as supportive relationships, peer and leader support (Mullen et al. , 2018; Khan, 2021).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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The impact of head teacher incivility on teacher engagement and safety behavior in secondary schools: the mediating role of perceived insider status

Mavrommatidou

Theriou

Chatzoudes

et al. 2023

JEA

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PurposeIncivility constitutes an increasing trend in different workplaces across the world. However, incivility has largely been overlooked in public organizational settings and mainly in the field of secondary education. The purpose of this paper is to provide a better understanding of the effects of supervisor incivility (SI) on psychological safety and work engagement of teachers of secondary schools, through the schools' level of perceived insider status (PIS).Design/methodology/approachData were collected through an online questionnaire that was based on previously validated scales. The final sample included 396 educators who taught different subjects in a Greek region.FindingsResults revealed a negative correlation between head teacher incivility and teacher attitudes (psychological safety/work engagement) through the mediating role of PIS. However, a direct link between SI and psychological safety was also discovered.Originality/valueThe contribution of the study is in exploring one part of the dark side of leadership behavior, e.g. SI, at school and leadership behavior's effects on teacher attitudes, which remain largely unexplored due to teacher embarrassment or fear in acknowledging supervisor misbehavior. Further, the study does not only examine direct, but also indirect effects of incivility. Finally, the current study is the first study to investigate the phenomenon of SI in the Greek context, therefore, extending the geographical and cultural data base concerning incivility.

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“…Having a high enthusiasm at work 6. Having high quality to get the job done Mullen, Fiset, and Rhéaume (2018) showed significant results between destructive leadership and employee performance. The study revealed that employee mental health disorders caused by destructive leadership affected employee performance.…”

Section: Sutrisno Teofilus Silaswara and Rusmimentioning

confidence: 99%

Leader-Member Exchange Paradigm in RSUD Dr. Saiful Anwar Malang

Sutrisno

Teofilus

Silaswara

et al. 2021

MABIS

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Research aims: The study was conducted to discuss the phenomenon of destructive leadership, cynicism, and employee performance that occurred at Dr. Saiful Anwar Malang Hospital. The purpose of this study is to look at the effect of destructive leadership on employee performance, the effect of cynicism on employee performance, and the moderation effect of cynicism on destructive leadership and employee performance at Dr. Saiful Anwar Malang Hospital.Design/Methodology/Approach: This study employed a partial least square (PLS) multivariate statistical technique. Sampling used a saturated sampling method, and the respondents were all employees of the Finance Department from 50 hospitals. The Likert scale was utilized as a measurement tool for the questionnaire.Research findings: This study's results indicated that the destructive leadership variable positively and significantly influenced the employee performance variable. Based on the questionnaire results, it was known that Dr. Saiful Anwar Malang Hospital’s employee performance had a positive nature in responding to the existence of destructive leadership so that performance was maintained.Theoretical contribution/Originality: Companies can develop strategies to anticipate destructive leadership and weaken cynicism because both attitudes can impact employee performance.Practitioner/Policy implication: This research is expected to provide insight into leaders’ and employees' behavior regarding the phenomenon of destructive leadership and cynicism to improve employee performance because companies with a positive culture can undoubtedly make employees comfortable so that they will do work optimally.Research limitation/Implication: This research’s implication shows that the employees’ behavior in Dr. Saiful Anwar Malang Hospital was very good because employees could show positive attitudes even with pressures, such as destructive leadership and cynicism.

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Destructive forms of leadership

Cited by 37 publications

References 81 publications

Full range indeed? The forgotten dark side of leadership

Full range indeed? The forgotten dark side of leadership

The impact of head teacher incivility on teacher engagement and safety behavior in secondary schools: the mediating role of perceived insider status

Leader-Member Exchange Paradigm in RSUD Dr. Saiful Anwar Malang

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