A method for measuring destructive leadership and identifying types of destructive leaders in organizations

Shaw, James B.; Erickson, Anthony; Harvey, Michael

doi:10.1016/j.leaqua.2011.05.001

Cited by 107 publications

(148 citation statements)

References 35 publications

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“…Occupational stress, or stress caused by a working environment, is a mental and physical condition that produces negative organizational and individual outcomes (Babatunde, 2013;Beheshtifar & Nazarian, 2013;Dewe et al, 2012;Humboldt et al, 2013;Jehangir et al, 2011;Schyns & Schilling, 2013;Shaw, Erickson, & Harvey, 2011;Subramanian & Nithyanandan, 2009). Occupational stress is the most significant form of stress experienced by people reporting their jobs are very stressful or extremely stressful.…”

Section: Occupational Stressmentioning

confidence: 99%

“…Occupational stress has been linked to negative health outcomes at the behavioral, psychological, and physiological levels (Shaw et al, 2011). For that reason, occupational stress has risen to be one of the most serious health issues globally (Beheshtifar & Nazarian, 2013) and has been declared a global epidemic by the Occupational Safety and Health Administration because of the negative economic, health (at both the physiological and physiological levels), and social outcomes (Jehangir et al, 2011;Kasperczyk, 2010;Kelloway, Mullen, & Francis, 2011;Shaw et al, 2011). Nearly 70% of employees rated work as a significant source of stress (APA, 2012); roughly 80% of workers experienced physical symptoms from stress including fatigue (exhaustion); irritability or anger; lack of interest, motivation, or energy; headaches; and dyspepsia (upset stomach or indigestion; APA, 2012; Smith, 2012); almost 75% of workers rated their leader as the most significant source of stress (Sutton, 2010) and 51% of workers reported decreased productivity at work because of stress (APA, 2012).…”

Section: Occupational Stressmentioning

confidence: 99%

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Ineffective-Leader-Induced Occupational Stress

Jacobs¹

2019

Sage Open

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Section: Occupational Stressmentioning

confidence: 99%

Section: Occupational Stressmentioning

confidence: 99%

Ineffective-Leader-Induced Occupational Stress

Jacobs¹

2019

Sage Open

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“…Müller and Turner (2007) indicate that toxic leadership is a structural response to the mismatch between project type and JV Lead Management leadership style (Powl and Skitmore, 2005) and are seen by many researchers as being ineffective (Kellerman, 2004), when viewed with personal traits and organisational factors (Harvey et al, 2007) and appear destructive in terms of performance and personal responses (Harris, Kacmar and Zivnuska, 2007). However, leadership is required to help pursue major stakeholder satisfaction resulting in a project's success (Toor and Ogunlana, 2008).If a project's leadership behaviour changes to a destructive mode, then the major stakeholder's also show such destructive leadership tendencies (Toor and Ofori, 2008;Shaw, Erickson and Harvey, 2011) creating vulnerable work environments (Padilla, Hogan and Kaiser, 2007) raised from such narcissistic and manipulative leadership behaviour (Rosenthal and Pittinsky, 2006). For example, in susceptible work environments, toxic leaders often utilise control, bullying and coercion (Hogan, Hogan and Kaiser, 2003), and abusiveness (Tavanti, 2011) as their main method for ensuring authoritive acceptance (Higgs, 2009)through narcissism (Maccoby, 1999) related to unethical behaviour (Niehus, 2011) and lack of integrity (Blair, Hoffman and Helland, 2008).…”

Section: Toxic Leadershipmentioning

confidence: 99%

Project Management Toxic Leadership: Implications for Managing a Road-Tunnel Project in Bangladesh

James

2018

jmr

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This is a research paper that is focused on assessing the leadership impacts of Project Management (JV Lead Management) on a road tunnelling construction project in Bangladesh in terms of project performance. An interpretive methodology was utilised in order to help understand implicitly the management leadership's impact on the project. The scope for this research was the off-site supervisory team. The targeted population of interest was made up of 14 lower-managers/engineers located at one off-site main office in the late design stage/early construction phase of a road-tunnelling project.The research outcomes consisted of four4 main themes and the corresponding 11 sub-themes.The paper addresses raised issues and determines outcomes and implications for the continuing project construction management and the paper also indicates that the Project Management and other senior members of the JV Lead Management -both in-country and overseas -may benefit from more effective leadership training focused on utilizing and embracing contemporary project leadership developments.The road tunnel construction management appears to be very weak due to their low level of technical knowledge, style, orientation and strategies adopted by the Project Management, who operate with a demonstrated lack of coherent leadership or oversight practiced by the JV Lead managing entity.1. Engage in more appropriate learning and training (Sense, 2003) 2. Develop rehabilitation and retraining programmes for project management in terms of technical, people, process and social skills (Goldman, 2011) 3. Identify JV Lead Management bullying and harassment behaviour issues (Richards and Freeman, 2002) and provide legitimate avenues (formal and informal) for staff making claims regarding unwanted leader behaviours (Aasland, et al., 2010)

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“…ja 2013, Krasikova et al 2013, Shaw et al 2011. Destruktiivinen johtaminen on sateenvarjokäsite, jonka alle moni tutkimuksellinen lähestymistapa ja teoreettinen näkökulma voidaan sijoittaa ).…”

Section: Destruktiivinen Johtaminenunclassified

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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A method for measuring destructive leadership and identifying types of destructive leaders in organizations

Cited by 107 publications

References 35 publications

Ineffective-Leader-Induced Occupational Stress

Ineffective-Leader-Induced Occupational Stress

Project Management Toxic Leadership: Implications for Managing a Road-Tunnel Project in Bangladesh

Apposition, contradiction, conflict and domination

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