When Leaders are Bullies

Einarsen, Ståle; Skogstad, Anders; Glasø, Lars

doi:10.1002/9781118326404.ch7

Cited by 13 publications

(8 citation statements)

References 111 publications

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“…The results also showed that perceived exposure to tyrannical leadership was associated with an increase in negative follower affect and thereby related to a decrease in their work engagement as well as an increased intent to leave the organization. This detrimental impact has been documented in workplace bullying research, based on targets’ reports of mental and physical pain after exposure to abusive leadership (Einarsen et al , 2013). When being exposed to tyrannical leaders our basic beliefs about the world as benevolent, the world as meaningful, and the self as worthy are challenged (Janoff-Bulman, 1992).…”

Section: Discussionmentioning

confidence: 96%

Leadership, affect and outcomes: symmetrical and asymmetrical relationships

Glasø

Skogstad

Notelaers

et al. 2017

LODJ

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Purpose The purpose of this paper is to examine the extent to which emotional experiences mediate the relationships between employees’ perception of considerate and/or tyrannical leadership behaviors and their work engagement and intention to leave the organization. The notion of symmetric and asymmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes is also examined. Design/methodology/approach Employing a survey design, the variables were assessed in a cross-sectional sample of 312 employees. Findings The study confirmed the notion of symmetric relationships between specific kinds of leadership behavior, emotional reactions, and followers’ attitudinal outcomes. Contrary to the general notion that “bad is stronger than good,” the results indicated that positive emotions were equal or stronger mediators than the negative ones regarding the two outcomes measured in the present study. Originality/value The paper is, to the authors’ knowledge, the first paper which examines simultaneously how constructive and destructive leadership styles, and positive and negative affects, are related to employee attitudes outcomes, and evokes a discussion when bad is stronger than good or vice versa regarding leadership outcomes.

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Section: Discussionmentioning

confidence: 96%

Leadership, affect and outcomes: symmetrical and asymmetrical relationships

Glasø

Skogstad

Notelaers

et al. 2017

LODJ

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“…For example, Ahmad et al (2017) revealed that up to half of employees working in universities in a South Asian context regularly experience workplace bullying in the form of extreme work monitoring, undermining of work contributions, deliberately withholding resources or information important to carry out work tasks and failure to give credit for work when due by leaders. On the other hand, workplace bullying researchers have explained the issue as a behaviour learnt in the work environment (Salin, 2003b), under the influence of leaders who provide destructive role modelling (Einarsen et al , 2013; Hoel et al , 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

Leading well is not enough

Ahmad

Cox

2020

EBR

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Purpose While research on the influence of ethical and unethical behaviour on employee well-being abound, we still know little of how well-being is shaped under the dual positive and negative behavioural influences in the workplace. To address this limitation, this paper aims to investigate the relative effects of ethical behaviour of leadership and unethical bullying behaviour on employee well-being through the application of the conservation of resources theory. Design/methodology/approach This study was conducted in the context of Pakistan by seeking views of 330 employees in academic work settings. Findings The data analysis revealed that occurrence of unethical behaviour plays a more potent role than ethical behaviour in shaping employee well-being. These findings lend support to the conservation of resources theoretical perspective by reiterating the salience of resource loss over resource gain in shaping employee well-being. Originality/value This study offers a new insight into the management literature by highlighting that combating workplace bullying not only conserves employee well-being, but also allows organisations to capitalise more fully on the positive process enabled by leadership.

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“…However, when examining the relative effect of constructive forms of leadership we have to take into consideration the potential concurrent effects of both active and destructive leadership behaviors. A variety of destructive leadership behaviors have been described and operationalized such as ''abusive supervision,'' ''workplace bullying,'' and ''tyrannical leadership'' (Einarsen, Skogstad, & Glasø, 2013;Tepper, 2007). In the present study we employ the concept of tyrannical leadership, defined as a style where the leader systematically humiliate, belittle, and manipulate his/her subordinates in order to ''get the job done,'' and typically obtain results not through, but at the expense of subordinates (Einarsen et al, 2007).…”

Section: Introductionmentioning

confidence: 99%

The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction

Skogstad

Aasland

Nielsen

et al. 2014

Zeitschrift für Psychologie

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Knowledge on short and long-term effects of perceived leadership behaviors on subordinates’ job satisfaction, and particularly so regarding the relative influences of constructive and destructive forms of leadership, is scarce. Based on two prospective and representative surveys, with time lags of 6 months (Study 1) and 2 years (Study 2), respectively, we investigated the relative influence of constructive, laissez-faire, and tyrannical leadership behaviors, respectively, on followers job satisfaction. Interestingly, destructive forms of leadership were the sole significant predictors in both studies. Tyrannical leadership predicted a decrease in subordinate job satisfaction over a 6-month period, while laissez-faire leadership turned out as the sole predictor of job satisfaction over a 2-year time lag. A reversed relationship was found between job satisfaction and subsequent perceived constructive leadership over the 6-month lag. Dissatisfied subordinates did not, however, report increased exposure to destructive forms of leadership, disconfirming the gloomy perception mechanism of dissatisfied and stressed subordinates to perceive their leaders in an ever more negative way. Hence, destructive forms of leadership seem to be better predictors of job satisfaction than are constructive forms of leadership which is in line with the notion that “bad is stronger than good.”

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When Leaders are Bullies

Cited by 13 publications

References 111 publications

Leadership, affect and outcomes: symmetrical and asymmetrical relationships

Leadership, affect and outcomes: symmetrical and asymmetrical relationships

Leading well is not enough

The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction

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