Measuring Destructive Leadership

Camgöz, Selin Metin; Karapinar, Pınar Bayhan

doi:10.1108/978-1-80043-180-520211012

Cited by 2 publications

(3 citation statements)

References 20 publications

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“…Menurut Rosental dan Pittinsky dalam (Camgoz & Ekmekci, 2021) menjelaskan bahwa narsisme secara negatif adalah kepribadian yang melibatkan perspektif egois, sebagai superior untuk kekuatan pribadi, sedangkan narsisme secara positif memiliki tingkat kepercayaan yang tinggi, optimis dan memegang otoritas orang lain, dan cenderung melihat dirinya sangat mandiri dan tidak tergantung pada orang lain. Penelitian Chatterjee dan Hambrick dalam (Martel et al, 2016) menunjukkan bahwa perusahaan pada industri komputer dan perangkat lunak dengan CEO lebih narsis, strategis dan dinamis, menunjukkan kinerja yang lebih ekstrim, yang ditunjukkan dalam kinerja daripada perusahaan sejenis dengan CEO yang kurang narsis.…”

Section: Motivasi Merupakan Faktor-unclassified

The narcissistic leadership style perspective in terms of factors, roles and influences in the organization

Suhardoyo

2022

PSSA

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Abstrak Para pemimpin narsistik atau narsisme kepemimpinan memiliki sistem kepercayaan dan gaya kepemimpinan yang luar biasa, dan apa adanya serta dimotivasi oleh kebutuhan mereka akan kekuasaan dan kekaguman daripada perhatian empati terhadap konstituen dan lembaga mereka memimpin. Kami meninjau dan menilai literatur teoritis dan penelitian tentang narsisme pemimpin untuk memahami potensi positif dan konsekuensi negatif dari kepemimpinan narsissistik dengan gaya kepemimpinan yang ada dan dalam hubungan narsisstik kepemimpinan untuk dijadikan model kepemimpinan. Dalam konteks ini, kami memberi definisi narsisistik kepemimpinan dan meringkas penyebab kepemimpinan narsistik. Kemudian, memperkenalkan tentang pengaruh positif dan negatif dari kepemimpinan narsistik serta pengaruhnya dalam tranformasi organisasi. Narsistik merupakan ciri kepribadian yang dianggap bertanggung jawab untuk hasil perilaku positif dan negatif yang memengaruhi keputusan dan tindakan. Kepengaruhannya akan sangat dipengaruhi oleh kedominannya pengaruh perilaku tersebut dalam diri pemimpin. Makalah ini merevieu hubungan narsisistik kepemimpinan dalam organisasi faktor, peran dan dampaknya pada organisasi dalam tranformasi organisasi Kata kunci: Narsisme , Kepemimpinan, organisasi Abstract Narcissistic personality traits that include grandeur, arrogance, self-absorption, rights, fragile self-esteem, and hostility are attributes of many powerful leaders. Narcissistic leaders have an extraordinary system of belief and leadership style, and what they aregenerally motivated by their need for power and admiration rather than empathetic attention to their constituents and lead institutions. However, narcissists also have a great charisma and vision that is essential for effective leadership. We review and critically assess the theoretical literature and research on narcissistic leaders to understand the potential positive and negative consequences of their leadership, their leadership trajectory, and narcissistic relationships for established leadership models. In this context, we define narcissism and narcissistic leadership and summarize the causes of narcissistic leadership. Then, by definition, we introduce the positive and negative effects of the narcissistic leadership and its influence in organizational transformation. Narcissism is a personality trait that is perceived to be responsible for positive and negative behavioral outcomes that affect decisions and actions. His influence will be influenced by the dominance of such behavior in the leader. This paper explores the relationship of narcissism with leadership in the organizational context and presents its impact on the organization in achieving organizational transformation Keywords: Narcissistic, Leadership, Organization

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Section: Motivasi Merupakan Faktor-unclassified

The narcissistic leadership style perspective in terms of factors, roles and influences in the organization

Suhardoyo

2022

PSSA

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“…However, it is perceived as detrimental to employee and organizational performance Mackey (2021), high levels of interest raised in the certain leadership styles may hurt businesses and their workers, for instance, tyrannical leadership which is dictatorial and authoritarian (Balwant, 2021); abusive supervision when a boss verbally or physically mistreats subordinates (Tepper, 2000); destructive leadership which involves bullying or sabotage (Camgoz & Karapinar, 2021) and despotic leadership which restricts subordinates by controlling them (Jabeen & Rahim, 2021;Schilling & Schyns, 2015). Despotic leadership, according to De Hoogh and Den Hartog (2008), exemplifies significant harmful leadership styles.…”

Section: Introductionmentioning

confidence: 99%

“…This damaging behavior can adversely affect not only subordinates, but also organizations, employees' families, customers and even society at large As outlined by various researchers, destructive leadership can lead to psychological exhaustion, higher turnover intentions and reduced effectiveness (Harvey, Stoner, Hochwarter, & Kacmar, 2007;Tepper, Duffy, Henle, & Lambert, 2006), reduced organizational commitment, decreased job satisfaction, decreased organizational performance, increased psychological distress and work-family conflict among employees (Aasland, Skogstad, Notelaers, Nielsen, & Einarsen, 2010;Ashforth, 2016;Richman, Flaherty, Rospenda, & Christensen, 1992). The destructive leadership behaviors highlighted by the various researchers that can have adverse effects on the subordinates and organization as a whole have been studied and categorized using terms like destructive leadership (Camgoz & Karapinar, 2021;Samad et al, 2021); abusive supervision (Tepper, 2000); petty tyranny (Ashforth, 2016;Balwant, 2021) and despotic leadership (Aronson, 2001;Jabeen & Rahim, 2021).…”

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Understanding the Despotic Leadership and Perception of Politics in relation to Employee Outcome: A Systematic Literature Review

Mughal,

Syed,

Mughal

et al. 2023

Pak. J. Humanit. Soc. Sci

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Since the turn of the millennium, the dark side of leadership is increasing scholarly attention both in general and specific contexts. Every organization may try to either reduce or exaggerate the prevalence and impact of despotic leadership and perception of politics. It is therefore pertinent to explore antecedents and outcomes of despotic leadership and POP and their relationship at the workplace. The purpose of this research is to conduct a comprehensive evaluation of the academic literature addressing despotic leadership and the perception of politics (POP) inside organizations broadly. A total of 108 papers from 99 peer-reviewed journals met the criteria after a comprehensive and methodical search. Using what they've learned about despotic leadership behavior and how people see politics in general, the researchers rely on previous work on both topics before integrating them into their own theoretical framework. As a result of their efforts, a thorough framework is established, which classifies the sources cited and describes the causes and effects of POP and despotic leadership. This research lays the groundwork for further studies in the area by offering a critical review of the existing literature on despotic leadership and how people perceive organization politics.

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Measuring Destructive Leadership

Cited by 2 publications

References 20 publications

The narcissistic leadership style perspective in terms of factors, roles and influences in the organization

The narcissistic leadership style perspective in terms of factors, roles and influences in the organization

Understanding the Despotic Leadership and Perception of Politics in relation to Employee Outcome: A Systematic Literature Review

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