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Destructive Leadership in the Workplace and its Consequences

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Destructive Leadership in the Workplace and its Consequences

Translating theory and research into evidence-based practice

SAGE Publications,

15 mins. de lectura
7 ideas fundamentales
Audio y Texto

¿De qué se trata?

An overview of recent research on the “wicked problem” of abusive, toxic, or manipulative leadership.

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Editorial Rating

9

Qualities

  • Analytical
  • Applicable
  • Eye Opening

Recommendation

Psychologist Vicki Webster and professor Paula Brough offer a comprehensive survey of research on the causes and impact of leadership that causes harm. They describe personality traits that predispose a leader to bad behavior, dissect the corporate cultures that enable this conduct, and describe the efficacy of various mitigation strategies. While few studies examine corporate responses to leadership problems, Webster and Brough offer approaches that hold promise.

Summary

Researchers who study destructive leadership describe leaders’ styles on a continuum from constructive to destructive.

Contemporary scholars have investigated the causes and consequences of abusive and counterproductive leadership behavior, both from the perspectives of subordinates and leaders, delving into organizational environments that enable these behaviors. Recent studies find that egregiously bad behavior is at the far end of a continuum of leadership styles, ranging from constructive to destructive.

The constructive end of the leadership-behavior continuum features personality traits from the “bright side,” such as extroversion, agreeableness, conscientiousness, and openness. Leaders with these traits excel at team building. Researchers call this type of leadership authentic, charismatic, and ethical.

In contrast, leaders on the “dark side” exhibit destructive traits, with low levels of agreeableness, conscientiousness, or openness. Destructive leaders’ behaviors often arise from their singular, selfish focus on their own goals and interests, regardless of the cost to their subordinates...

About the Authors

Vicki Webster, PhD, is the founder and director of Incisive Leaders. Paula Brough is a professor of organizational psychology at Australia’s Griffith University.

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