Strategic bullying as a supplementary, balanced perspective on destructive leadership

Ferris, Gerald R.; Zinko, Robert; Brouer, Robyn L.; Buckley, M. Ronald; Harvey, Michael

doi:10.1016/j.leaqua.2007.03.004

Cited by 242 publications

(219 citation statements)

References 38 publications

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“…Among these categories, the most frequently mentioned and the most unethical one was destructive leadership, which includes authoritarian behaviours. Indeed, this dimension is similar to many destructive styles mentioned in the literature: abusive supervision (Tepper, 2000(Tepper, , 2007; despotic, exploitative and insincere leadership (Schilling, 2009); derailed leadership (Einarsen et al, 2007); strategic bullying (Ferris et al, 2007); and toxic leadership (Frost, 2004). As underscored by our respondents, destructive leaders emphasize their own interests more than those of their followers and their organization.…”

Section: Aspects Of Non-transformational Leadershipmentioning

confidence: 60%

The bright and dark sides of leadership: Transformational vs. non-transformational leadership in a non-Western context

Karakitapoğlu‐Aygün

Gumusluoğlu

2013

Leadership

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The present study aims to explore positive and negative leadership behaviours (i.e. transformational and non-transformational leadership) in a non-Western 'change and transformation' context through qualitative methods. Thirty-one semi-structured interviews were conducted with knowledge workers in Turkey. In addition to the original dimensions found in the literature, four categories of transformational leadership emerged: benevolent paternalism, implementation of the vision, employee participation and teamwork, and proactive behaviour. Among these categories, benevolent paternalism was identified to be the most frequently mentioned aspect of transformational leadership in the Turkish context, which implies that cultural context may influence the form and enactment of transformational leadership. Regarding non-transformational leadership, five categories emerged: destructive, closed, passive/ineffective, active-failed and a miscellaneous category. Among these, destructive leadership that includes authoritarian elements was identified as the most frequently mentioned form of non-transformational leadership. These findings imply that non-transformational leadership comes in many forms, supporting the numerous constructs on the destructive/unethical-ineffective/incompetent continuum found in the negative leadership literature. The findings are discussed with reference to the literature and to social change in Turkey.

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Section: Aspects Of Non-transformational Leadershipmentioning

confidence: 60%

The bright and dark sides of leadership: Transformational vs. non-transformational leadership in a non-Western context

Karakitapoğlu‐Aygün

Gumusluoğlu

2013

Leadership

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“…Many studies in the past have found that intent is a central part of abusive behaviour (e.g. Duffy et al, 2002;Ferris et al, 2007), however, the majority of those studies used quantitative data. Similar to Keashly's (1998Keashly's ( ,2001 work, the qualitative nature of this study gave participants the opportunity to provide thick descriptions of their experiences and there was little or no support for the finding that intent plays a central role in abusive leadership.…”

Section: Discussion a Model Of Abusive Leadership Defining Abusive Lmentioning

confidence: 99%

Young workers' experiences of abusive leadership

Starratt

Grandy

2010

Leadership & Org Development J

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Purpose -The purpose of this paper is to develop a model of abusive leadership as experienced by young workers. Abusive leadership is understood to be subjective and as such this research seeks to explore the experience of abusive leadership through a qualitative approach. Design/methodology/approach -Drawing on interviews with 30 young workers who identified themselves as having a "bad" boss, this study employs a constructivist grounded theory approach in order to identify behaviours, moderators and outcomes of abusive leadership. Findings -A definition and model of abusive leadership as experienced by young workers is proposed. The model details 11 behaviours, five moderators and six individual and two organizational outcomes of abusive leadership. Originality/value -The adoption of a constructivist grounded theory approach reveals several unique factors that moderate the relationship between behaviors and outcomes of abusive leadership in young workers. By grounding the model in the actual experiences of young workers, the paper offers possibilities for future research on abusive leadership and young workers and across demographic groups.

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“…Even though it is symptomatic to the supervisor-subordinate relationship, it applies here collectively in creating the constant state of emergency, aiming at apparently short term positive effects from the organization's point of view (e.g. Ferris et al 2007). Authoritative leadership is usually negative from the employee's point of view and it is also a feature of management-by-fear.…”

Section: Discussionmentioning

confidence: 99%

Apposition, contradiction, conflict and domination

Pynnönen

Takala

2014

International Journal of Public Sector Management

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Purpose – The purpose of this paper is to qualitatively describe and explain the contemporary Finnish discourse of municipal managers. The emphasis within is on analyzing the encounters of the public sector management discourse and the private sector management discourse, and the effects that these encounters have on the construction and representation of municipal management. Design/methodology/approach – The study is based on a three-phase discourse analysis, proceeding from the textual and linguistic level through interpretive analysis to critical analysis. This analysis is based on the proceedings and presentations of a seminar of municipal leadership and management, arranged in 2013 in Finland. Findings – The encounters of the discourses form three types: apposition of actors; contradiction and conflict of contexts; and domination of the private sector discourse. Apposition is a surface-level phenomenon, synonymizing the actors of the two discourses. Contradiction and conflict are caused by the incompatibility of operational and value contexts. Domination is a phenomenon of prioritizing the private sector principles and values in conflict situations. All these may affect the role and work of, as well as expectations toward, the municipal manager. Research limitations/implications – Further research and more samples are needed to assess wider applicability of the present findings. Originality/value – The study highlights the roles of language and discourse in the construction and representation of municipal management and managers. It increases the importance of understanding the discursive elements of the new public management phenomenon. In addition, the study supplements the existing macro-level studies.

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Strategic bullying as a supplementary, balanced perspective on destructive leadership

Cited by 242 publications

References 38 publications

The bright and dark sides of leadership: Transformational vs. non-transformational leadership in a non-Western context

The bright and dark sides of leadership: Transformational vs. non-transformational leadership in a non-Western context

Young workers' experiences of abusive leadership

Apposition, contradiction, conflict and domination

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