How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes

Schyns, Birgit; Schilling, Jan

doi:10.1016/j.leaqua.2012.09.001

Cited by 918 publications

(1,093 citation statements)

References 92 publications

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“…Finally, destructive leader behavior failed to explain significant amounts of variance in organizational commitment, and our Hypothesis 3 was not supported. This finding is somewhat surprising as several previous studies have found significant correlations between these two variables [2,47].…”

Section: Discussioncontrasting

confidence: 58%

“…The close relationship between commitment and leadership is clearly expressed in the Norwegian Joint Operational Doctrine, where commitment is highlighted as one of the fundamental factors in its leadership philosophy "Mission Command" [46]. A number of studies have suggested a significant negative relationship between destructive leadership and organizational commitment [2,47]. Additionally, studies indicate a significant negative relationship between burnout and organizational commitment [30,48].…”

Section: Organizational Commitmentmentioning

confidence: 99%

“…However, the last 20 years we have seen an increased focus on negative and destructive aspects of leadership at both individual and organizational levels [1][2][3]. Organizational outcomes of destructive leadership behavior include poorer organizational functioning and financial performance, more counterproductive work behavior including interpersonal deviance and increased work withdrawal behavior like turnover intention [4][5][6][7].…”

Section: Introduction Backgroundmentioning

confidence: 99%

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Running Head: Destructive Leader Behavior in the Norwegian Armed Forces

Johansen¹,

Platek²

2017

Arts Social Sci J

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Recent research indicates that destructive leadership might have a detrimental effect on a wide range of outcomes across the organization. However, few studies have focused on the military context. The present study examined the extent to which destructive leader behavior was related to individual work-related attitudes and feelings among military personnel in the Norwegian Armed forces (N=170). Dependent variables were (1) Burnout, (2) Work Engagement, and (3) Organizational Commitment. Hierarchical regression analyses showed that destructive leader behavior significantly predicted Burnout and Work Engagement. This is the first study that examines, and in parallel confirms the unique influence of destructive leadership on important work environment variables among members of the Norwegian armed forces. Despite the fact that the respondents in this sample most likely have above average psychological robustness, they still appear to be significantly influenced by destructive leader behavior. At the same time, our findings also indicate that respondents are able to maintain their organizational commitment despite destructive leader behavior. This study thus represents a unique step towards establishing knowledge about the interplay between destructive leader behavior and psychosocial related phenomena, forming a potential basis for theoretical and practical developments.

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Section: Discussioncontrasting

confidence: 58%

Section: Organizational Commitmentmentioning

confidence: 99%

Section: Introduction Backgroundmentioning

confidence: 99%

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Running Head: Destructive Leader Behavior in the Norwegian Armed Forces

Johansen¹,

Platek²

2017

Arts Social Sci J

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“…In contrast to resourceful forms of leadership, abusive supervision, referring to subordinates' perception of a "sustained display of hostile verbal and nonverbal behaviours, excluding physical contact" (Tepper, 2000, p. 178), can be considered a job-related demand (Bakker & Demerouti, 2007). Disrespectful treatment by a supervisor requires sustained psychological effort on the part of an employee and has, consequently, psychological costs (Tepper, 2000), for which there is metaanalytic support (Harms et al, 2017;Schyns & Schilling, 2013).…”

mentioning

confidence: 99%

Long-term profiles of work-related rumination associated with leadership, job demands, and exhaustion: A three-wave study

2017

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This study extends on previous research regarding recovery from work stress by investigating the role of qualitative job demands and leadership in employees' work-related rumination (WRR). The long-term development of WRR was examined from a person-centred approach across 22 months.Drawing on the stressor-detachment framework and the conservation of resources theory, we investigated whether different WRR profiles could be understood in terms of levels of and changes in job demands (quantitative, cognitive, emotional), several aspects of supervisory leadership, and exhaustion that was expected to result from the impeded energy restoration process. A three-wave questionnaire study was conducted among Finnish municipal employees in heterogeneous occupations. Factor mixture modelling was used to identify latent classes (i.e. subgroups of participants with similar mean levels and mean level changes) of WRR. The results indicated five distinct classes of work-related rumination. Participants in the higher WRR classes reported higher levels of job demands, less supervisor fairness, and more abusive supervision. In the decreasing class, WRR decreased concurrently with decreasing job demands. Exhaustion showed considerable congruence with WRR both between and within persons. The findings are discussed from the point of view of a loss cycle concerning energetic psychological resources and difficulties in goal attainment.

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“…This echoes Heppell's definition of toxic leaders as "those individuals whose leadership generates a serious and enduring negative, even poisonous, effect upon the individuals, families, organisations, communities and societies exposed to their methods" (Heppell, 2011, p. 243). In fact, "toxic"-or "destructive"-leadership is not only harmful to the organisation, since it subverts its structures and is negatively correlated to members' well-being and commitment (Schyns & Schilling, 2013), but also selfdestructive. The way the New Labour leadership stifled all dissenting opinion, imposing a new orthodoxy throughout the organisation, turned the party into an exemplar of Goleman's classic "toxic organisation", an organisation which closed itself to new ideas for fear of having to question its own assumptions and where people stopped asking "how and why things [were] done" (Goleman, 2002, p. 195).…”

Section: New Labour's Anti-learning Practicesmentioning

confidence: 99%

The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party

Avril

2016

PaG

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This article draws from the fields of political science and of organisational studies to explore the short-term and longterm impact of New Labour's party management on the quality of party processes as well as on party reputation. It is based on the long-term ethnographic participant observation of the Labour Party at local and regional levels, as well as national events such as annual conferences. The article starts by identifying the distinctive features of New Labour's party management. It then examines the "unintended consequences" of this brand of party management, showing this model to be mainly self-defeating. The final section provides a general assessment of the impact of New Labour's party management from the perspective of organisational learning and innovation. Overall the article stresses the long-term poisonous effects of this brand of leadership and management on political organisations and on politics in general.

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How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes

Cited by 918 publications

References 92 publications

Running Head: Destructive Leader Behavior in the Norwegian Armed Forces

Running Head: Destructive Leader Behavior in the Norwegian Armed Forces

Long-term profiles of work-related rumination associated with leadership, job demands, and exhaustion: A three-wave study

The (Unintended) Consequences of New Labour: Party Leadership vs Party Management in the British Labour Party

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