A method for measuring destructive leadership and identifying types of destructive leaders in organizations
By J. B. Shaw, A. Erickson, Michael G. Harvey. 2011
148 citations recorded by the source corpus.
Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/378f331800b149c639d5db0f1aef1ff6f1e8fd0c
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In Information Systems and Management
In Organizational Behavior and Human Resource Management
- Christian N. Thoroughgood
- A. Padilla
- S. Marić
- I. Milošević
- Sven Hemlin
- L. Lunsford
- D. Lončar
- Katina B. Sawyer
In Sociology and Political Science
Citations in the corpus
- LEADERSHIP AND INNOVATION IN ORGANIZATIONS: A SYSTEMATIC REVIEW OF FACTORS THAT MEDIATE OR MODERATE THE RELATIONSHIP (2012, background): “Therefore, research is needed on when and how leadership behaviors are detrimental to innovation (Shaw et al., 2011).”
- Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, background): “, hostility, coercion, theft, corruption) believed to be associated with negative consequences for followers and/or the organization (e.g., Einarsen et al. 2007; Ferris et al. 2007; Krasikova et al. 2013; Shaw et al. 2011; Schyns and Schilling 2013).”
- Defeating the Toxic Boss: The Nature of Toxic Leadership and the Role of Followers (2020, background): “For example, Shaw et al. (2011) argue that most followers of dark leaders experience social stress similar to posttraumatic stress syndrome that considerably hinders their performance.”