The Prevalence of Destructive Leadership Behaviour

By Merethe Schanke Aasland, A. Skogstad, G. Notelaers, M. B. Nielsen, Staale Einarsen. 2009

412 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Safety Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6b212a1fc60c498cc0a1b6d4600244ea45738a50

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In Organizational Behavior and Human Resource Management

In Safety Research

In Social Psychology

Citations in the corpus

Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, positive): “In fact, research and practical observation indicate that leaders produce both ‘‘good’’ and ‘‘bad’’ effects in the short term (Aasland et al. 2010; Rayner and Cooper 2003).”
Psychopathic Leadership A Case Study of a Corporate Psychopath CEO (2017, neutral): “According to a recent review of the literature on destructive leadership (Aasland et al. 2010), organisational research finds that 60–75 % of all employees typically reported that the worst aspect of their job was their immediate supervisor (Hogan et al. 1990).”
A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership (2015, background): “In addition, some scholars have suggested that a leadermight display both constructive and destructive leadership over a period of time (Aasland et al., 2010; Einarsen et al., 2007). Extending this idea,work environments that are perceived to be dynamic, demanding or stressful can potentially impact”
Beware the angry leader: Trait anger and trait anxiety as predictors of petty tyranny ☆ (2013, background): “…the conceptually close abusive supervision, range from macro- to micro-level factors in which harshness of thermal climate and degree of collective wealth on a societal level are the most distant macro-level predictors investigated (cf. Van de Vliert, Matthiesen, Gangsøy, Landro, & Einarsen, 2010).”
The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction Results From Two Prospective and Representative Studies (2014, background): “(Aasland et al., 2010), tyrannical leadership may be conceived as a highly negative leadership style and social stressor related to a variety of outcomes variables in cross-sectional studies, including job satisfaction (Martinko et al.”
Neutralizing workplace bullying: the buffering effects of contextual factors (2013, background): “Those studies that have been conducted tend to examine the negative consequences of destructive forms of leadership behaviour (see, for instance, Aasland et al., 2010; Kelloway and Barling, 2010).”
Impact of Aversive Leadership on Job Outcomes: Moderation and Mediation Model (2018, background): “Creating verification recommends that destructive leadership burdens the psychological and physical prosperity of devotees and diminishes general organizational activities (Aasland et al., 2010; Hershcovis and Rafferty, 2012; Schyns and Schilling, 2013).”