The susceptible circle: A taxonomy of followers associated with destructive leadership

By Christian N. Thoroughgood, A. Padilla, Samuel T. Hunter, Brian W. Tate. 2012

184 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0306fb9b7b7c6f58739604ad53dba189faf71c1c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Christian N. Thoroughgood
2. A. Padilla
3. John E. Buckner
4. C. Castille
5. L. Lunsford
6. Katina B. Sawyer

In Social Psychology

1. Christian N. Thoroughgood
2. A. Padilla
3. John E. Buckner
4. C. Castille
5. L. Lunsford
6. Katina B. Sawyer

In Sociology and Political Science

1. A. Padilla
2. John E. Buckner
3. C. Castille
4. Christian N. Thoroughgood
5. L. Lunsford
6. Katina B. Sawyer

Citations in the corpus

• Prosocial Citizens Without a Moral Compass? Examining the Relationship Between Machiavellianism and Unethical Pro-Organizational Behavior (2018, background): “1992; Harrell and Hartnagel 1976), select politically charged careers with greater opportunities to accrue wealth, power, and status (Hunt and Chonko 1984), and are less likely to conform to organizational norms and rules (Thoroughgood et al. 2012).”
• Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, background): “Expanding on and clarifying prior discussions (i.e., Padilla et al. 2007; Thoroughgood et al. 2012), we argue that, despite recognition of a broader leadership process in the larger leadership literature, current leader-centric definitions of destructive leadership continue to focus on ‘‘bad’’…”