When Dark Leadership Exacerbates the Effects of Restructuring

Otto, Kathleen; Thomson, Birgit; Rigotti, Thomas

doi:10.1080/14697017.2018.1446691

Cited by 21 publications

(18 citation statements)

References 59 publications

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“…In particular, it implies that individuals who are exposed to abusive supervision in the work domain are more likely to experience job insecurity, and thus are less likely to demonstrate innovative behavior in workplace. Consistent with the current study, Otto, Thomson and Rigotti () found that abusive supervision will increase employees’ job insecurity, thereby reducing employee's psychological resources. According to the conservation of resources theory, employees will consume psychological resources to cope with insecurity, thus reducing the amount of resources they have left to invest in innovative activities in the workplace.…”

Section: Discussionsupporting

confidence: 87%

Effects of abusive supervision on employees’ innovative behavior: The role of job insecurity and locus of control

Wang

Zhou

et al. 2018

Scandinavian J Psychology

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2019). Effects of abusive supervision on employees' innovative behavior: The role of job insecurity and locus of control. Scandinavian Journal of Psychology, 60, 152-159.Drawing on the Conservation of Resources Theory by Hobfoll, we examined the relationships between abusive supervision, job insecurity, locus of control, and employees' innovative behavior. Using self-reported data collected from employees among four enterprises in China (N = 641), we found that abusive supervision was positively correlated with job insecurity. In contrast, both job insecurity and abusive supervision were negatively correlated with employees' innovative behavior, with the impact of abusive supervision on innovative behavior being mediated by its effect on job insecurity. Having an external locus of control that served as a buffering factor for employees, mitigating the relationship between abusive supervision and job insecurity. These findings complement the existing research on the impacts of abusive leadership, providing practical information for enterprises on how to enhance levels of innovation and vitality among employees.

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Section: Discussionsupporting

confidence: 87%

Effects of abusive supervision on employees’ innovative behavior: The role of job insecurity and locus of control

Wang

Zhou

et al. 2018

Scandinavian J Psychology

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“…by actively withdrawing to their office and staying out of sight) as unhelpful leadership behaviours for implementing changes in a healthy way (Saksvik et al, 2007). Still, little is known about how such laissez-faire leadership behaviours affect employee outcomes in the context of organizational restructuring (Lundmark, Nielsen, et al, 2020;Otto et al, 2018). Thus, the aim of the present study is to longitudinally examine the relationships among managers' laissez-faire leadership, employee role clarity, and job satisfaction and work-related burnout (i.e.…”

Section: Mad Statementmentioning

confidence: 99%

“…Conversely to active leadership behaviours, managers' passive leadership behaviours, have been suggested to have opposite (i.e. adverse) effects (Neves & Schyns, 2018;Otto et al, 2018). These suggestions are based on findings from recent studies where managers' laissez-faire leadership is depicted as a root cause of employee stress .…”

Section: Mad Statementmentioning

confidence: 99%

“…The debate on circumstances in which these behaviours may play a more profound role (Yang, 2015), and recent findings of the potentially strong influence of laissez-fair leadership on employee outcomes in times of change (Bligh et al, 2018), has led to calls to study this form of leadership in different change contexts (Neves & Schyns, 2018). Otto et al (2018) from a resource perspective, suggested that as organizational restructuring in itself may be a stressful event, and not having the support of a constructive leadership may further add to employee stress. In the present study, we build upon these findings and suggestions and add to the understanding of how, why and under which circumstances, laissez-faire leadership may affect employee well-being.…”

Section: Mad Statementmentioning

confidence: 99%

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Consequences of Managers’ Laissez-faire Leadership During Organizational Restructuring

Lundmark

Richter

Tafvelin

2021

Journal of Change Management

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This study draws upon conservation of resources theory to investigate if laissez-faire leadership influences employees' perceptions of role clarity, and two forms of well-being (job satisfaction and work-related burnout), in the context of organizational restructuring. Moreover, role clarity is studied as a mechanism linking laissez-faire leadership to employee well-being. These relationships were tested using a three-wave time-lagged investigation conducted over a two-year period with a sample of 601 employees working in the Swedish process industry. The results of the structural equation modelling analyses showed that laissez-faire leadership was negatively related to role clarity 9 months later. In turn, role clarity mediated the relationship between laissez-faire leadership and employee wellbeing. This study contributes to the understanding of how laissezfaire leadership in the context of organizational restructuring may affect employee outcomes. We discuss implications for theories and practices, as well as directions for future research.

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“…An employe-oriented perspective on the definition of destructive leadership is also valid from a theoretical perspective. For example, Conservation of Resources (COR; Hobfoll, 1989) has been suggested as a useful framework to understand how destructive leadership may influence employe outcomes (e.g., Otto et al, 2018). COR depicts that objects (e.g., tools), personal characteristics (e.g., emotional stability), conditions (e.g., social support), or energies (e.g., money) are valued resources that employes' strive to obtain, retain, foster and protect (Hobfoll and Shirom, 2001).…”

Section: The Concept Of Destructive Leadershipmentioning

confidence: 99%

Appetite for Destruction: A Psychometric Examination and Prevalence Estimation of Destructive Leadership in Sweden

et al. 2021

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There is a growing awareness that destructive leadership has a significant negative impact on employe outcomes. However, little is known about the content and dimensionality of this multidimensional concept, and there are few reliable measures available for organizations and researchers to evaluate these behaviors. Based on a representative sample (N = 1132) of the Swedish workforce, the aim of this study is threefold: first, to examine the factor structure and validity of an easy-to-use multidimensional destructive leadership measure (Destrudo-L)in the general Swedish work context; second, to identify destructive leadership profiles using latent profile analysis (LPA), and determine in what way they are related to employe outcomes; third, to examine the prevalence of destructive leadership using population weights to estimate responses of a population total in the Swedish workforce (N = 3100282). Our analysis supported the structural validity of Destrudo-L, reflecting both a global factor and specific subdimensions. We identified seven unique destructive leadership profiles along a passive and active continuum of destructive leadership behaviors, with the active showing a less favorable relation to employe outcomes. Finally, we found that a substantial proportion of the Swedish workforce report being exposed to destructive leadership (36.4–43.5%, depending on method used). Active destructive leadership was more common in the public sector and passive destructive leadership in the private. Given the potentially severe effects and the commonness of these behaviors, we argue that organizations should work actively with strategies to identify and intervene, to prevent and to handle the manifestation of these harmful behaviors.

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When Dark Leadership Exacerbates the Effects of Restructuring

Cited by 21 publications

References 59 publications

Effects of abusive supervision on employees’ innovative behavior: The role of job insecurity and locus of control

Effects of abusive supervision on employees’ innovative behavior: The role of job insecurity and locus of control

Consequences of Managers’ Laissez-faire Leadership During Organizational Restructuring

Appetite for Destruction: A Psychometric Examination and Prevalence Estimation of Destructive Leadership in Sweden

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