Poor Leadership

Kelloway, E. Kevin; Sivanathan, Niro; Francis, Lori; Barling, Julian

doi:10.4135/9781412975995.n5

Cited by 173 publications

(174 citation statements)

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“…Laissez-faire leaders are passive, indifferent to both values and performance, and fail to set goals or standards to motivate their followers (Kelloway et al, 2005; Skogstad et al, 2007). As a result, laissezfaire leaders are unlikely to display any inspirational motivation at all, with both transformational and pseudo-transformational leaders displaying higher levels of inspirational motivation than laissez-faire leaders.…”

Section: J Barling Et Almentioning

confidence: 99%

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

2007

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ABSTRACT. We develop and test a model of pseudotransformational leadership. Pseudo-transformational leadership (i.e., the unethical facet of transformational leadership) is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational leadership (i.e., high idealized influence and high inspirational motivation) and laissez-faire (non)-leadership (i.e., low idealized influence and low inspirational motivation). Survey data from senior managers (N = 611) show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible extensions of the theoretical model and directions for future research are offered.KEY WORDS: ethical leadership, pseudo-transformational leadership, senior managers, transformational leadership Leadership in general, and transformational leadership theory in particular, has attracted a great deal of scholarly attention over the past two decades. As a result, it is now possible to conclude that transformational leadership theory (Bass, 1998;Bass and Riggio, 2006) has come of age. Evidence for the maturity of a theory can be discerned from a variety of sources. From an empirical perspective, this conclusion is justified by the appearance of numerous meta-analyses (e.g., Bono and Judge, 2004;Eagly et al., 2003;Judge and Bono, 2000;Judge and Piccolo, 2004) published recently on the nature, antecedents, and outcomes of transformational leadership, collectively indicating the amount of research now available on a wide range of substantive relationships relevant to this leadership theory.One issue that has attracted far less empirical attention, though it has enjoyed the attention of scholars and the lay public for centuries, is the ethics of leadership (Brown and Treviño, 2006), and it is to this that we turn our attention in this article. There has certainly been a tremendous focus within the media recently about the ethics of leadership, given what seems to be increased exposure of and public interest in corporate scandals and government corruption. For example, making recent news in the United States are two top executives of a multinational engineering and electronics company found guilty of theft, fraud, and conspiracy, after having funneled millions of dollars from the company to pay for extravagant personal lifestyles (Maull, 2005). Likewise, former Canadian government politicians and officials recently faced public scrutiny and a subsequent public commission for their role in a sponsorship scandal, involving alleged misappropriation of millions of dollars in public funds (Commission of Inquiry into the Sponsorship Program and Advertising Activities, 2006). Nonetheless, at the outset, we differentiate our focus from that in the examples just cited. While clearly unethical, many of the behaviors depicted in these examples have already been determined to sink to the standard of illegality. Our model of unethical leadership...

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Section: J Barling Et Almentioning

confidence: 99%

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

2007

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“…This point is very important for organizations (Kotter and Schlesinger, 2008) because these actions could reduce, for example, negative effects on productivity or an increase in direct and indirect costs (Bowman and Singh, 1993;Bowman et al, 1999). Leaders of organizational change can use these results in a way to reduce the stress and emotional tension generated by organizational change (Kelloway et al, 2005) by generating confidence in their subordinates in the initial stage of denial and anger (Harvey et al, 2003). In addition, they must know the needs of each of their subordinates by measuring communications and considering the period of emotional adaptation (Huy, 2001).…”

Section: The Six Emotional Stages Of Organizational Change 30mentioning

confidence: 99%

The six emotional stages of organizational change

Castillo

Fernández

Sallán

2018

Journal of OrgChange Mgmt

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Purpose: This work's purpose was to define a model that both describes the evolution of the emotional stages of individuals during perceived negative organizational change and explains the evolution of their behavioural patterns and the effects on relationships with social environments (family, friends, co-workers, supervisor and organization).Design/Methodology/Approach: A qualitative methodological research design was adopted, using individual interviews as the primary method of qualitative data collection. Fifteen people who experienced perceived negative organizational changes participated. Relationships with supervisors deteriorate during denial and anger and depression but remain stable during bargaining.Research limitations: Time's passage became an inconvenience accounted for during data collection. Over time, separate events can be confused, and nuances that were once determinants THE SIX EMOTIONAL STAGES OF ORGANIZATIONAL CHANGE 3 can be eliminated. Longitudinal studies at various stages of the change process would complement these results. Practical implications:These results can guide managers in foreseeing and anticipating actions that would reduce the emotional impact of organizational change and mitigate the impact of individuals' negative emotions on the organization.Originality: This paper extends existing theory about the strategies of coping and organizational changes.

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“…However, for completeness of reporting, we provide results for the partial mediation model that includes paths between each leadership style and workplace incivility (Figure 1). Kelloway, Sivanathan, Francis, and Barling (2005) stated that "the presence, absence, or intensity of harassment in the workplace may be determined by the quality of leadership" (p. 95). Given the significant impact of leadership on employee behavior, prior researchers have examined how diverse types of leadership relate to negative organizational phenomena, such as conflict, bullying, and aggression (Doucet et al, 2009;Hepworth & Towler, 2004;Hoel et al, 2010;Tepper et al, 2009).…”

Section: Structural Model Analysesmentioning

confidence: 99%

The Effects of Active Constructive and Passive Corrective Leadership on Workplace Incivility and the Mediating Role of Fairness Perceptions

Lee

Jensen

2014

Group & Organization Management

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Given the high costs of workplace deviance to employees and organizations, the question of when and how leaders can reduce or prevent uncivil interpersonal interactions at work is important. In this regard, we sought to understand the implications of one of the most widely cited models of leadership, the Full Range Leadership model, on workplace incivility through the lens of active constructive and passive corrective leadership. Analyzing multi-source data collected from 239 employee-coworker dyads working in diverse organizations, we find that active constructive leadership is related to decreased incidence of workplace incivility through its positive impact on fairness perceptions, whereas passive corrective leadership is both directly and indirectly (through diminished fairness perceptions) related to workplace incivility. This study provides theoretical and practical implications regarding the strategic focus of organizational interventions related to leadership in an effort to reduce workplace incivility and the mechanism by which it operates.

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Poor Leadership

Cited by 173 publications

References 0 publications

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

The six emotional stages of organizational change

The Effects of Active Constructive and Passive Corrective Leadership on Workplace Incivility and the Mediating Role of Fairness Perceptions

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