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Destructive Leadership: “Boss From Hell”, How Not To Be One?

Year 2020, Volume: 6 Issue: 1, 295 - 308, 29.03.2020
https://doi.org/10.31592/aeusbed.623157

Abstract

Leaders should motivate and inspire employees at the same time mitigating their discrepancies and creating synergy for the organizational goals. On the other hand, bosses and employees come and go but the negative effects of the destructive- toxic leadership will still remain in the organization. Destructive leadership might be regarded as positive if the organization is observed and evaluated as peaceful when all the works done in the nick of time, associated with the rules and the regulations of the organization. However, if the individuals reach a consensus that they are mistreated at workplace, they begin to sit on pins and needles and feel themselves unsecure and stressed. When the employees realize that they experience unacceptable, unfair and uncivil behaviors from the leaders or coworkers, then they feel worthless and disrespected, and begin to think about leaving and it leads to employee turnover. So, such negative outcomes may cause huge hidden costs like the organization will lose its reputation and its business contacts because of the leaving, offended employees. In this conceptual study, toxic, destructive leadership will be identified in detail through a literature overview and its consequences and countermeasures will be explained and major solutions will be offered.

References

  • Behery, M., Al-Nasser, A. D., Jabeen, F., Rawas, E. and Said, A. (2018). Toxic leadership and organizational citizenship behavior: a mediation effect of followers' trust and commitment in the Middle East. International Journal of Business & Society, 19(3).
  • Booth, J. E., Shantz, A., Glomb, T. M., Duffy, M. K. and Stillwell, E. E. (2019). Bad bosses and self‐verification: The moderating role of core self‐evaluations with trust in workplace management. Human Resource Management, 1–18. Doi: 10.1002/hrm.21982.
  • Caramela, S. (2017). 4 Ways to define leadership. Business News Daily, https:// www.businessnewsdaily.com/3647-leadership-definition.html/
  • Clark, M. G. (2017). Deconstructing leader development: An introduction. Clark, M. G., and Gruber, C. W. (Eds.), Leader development deconstructed (p. 4). Cham, Switzerland, Springer International Publishing AG.
  • Dalakoura, A. (2010). Differentiating leader and leadership development: A collective framework for leadership development. Journal of Management Development, 29(5), 432-441.
  • Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E. and McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63-82.
  • Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C. and Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62.
  • Einarsen S.V., Skogstad A. and Aasland M.S. (2017). Destructive Leadership. In: Poff D., Michalos A. (Eds.) Encyclopedia of Business and Professional Ethics (p.1). Cham, Switzerland, Springer. https://doi.org/10.1007/978-3-319-23514-1
  • Erickson, A., Shaw, B., Murray, J. and Branch, S. (2015). Destructive leadership: Causes, consequences and countermeasures. Organizational Dynamics, 44(4), 266-272.
  • Gandolfi, F. and Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), 261-269.
  • Gini, A. and Green, R. M. (2012). Bad leaders/misleaders. Business and Society Review, 117(2), 143-154.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 4-17.
  • Harvey, P., Stoner, J., Hochwarter, W. and Kacmar, C. (2007). Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes. The Leadership Quarterly, 18(3), 264-280.
  • Hellmich, D. and Hellmich, L. (2019). Narcissistic Leadership: When Serving Self Eclipses Serving Mission. New Directions for Community Colleges, 185, 53-63.
  • Hougard, R. (2019). The Dalai Lama on why leaders should be mindful, selfless, and compassionate. Harvard Business Review. Retrieved on 13.07.2019 from https://hbr.org/2019/02/the-dalai-lama-on-why-leaders-should-be-mindful-selfless-and-compassionate
  • Kruse, K. (2013). What Is Leadership? Forbes. https://www.forbes. com/sites/kevinkruse/ 2013/04/09/what-is-leadership/#4437b66c5b90
  • Lange, S., Bormann, K. C. and Rowold, J. (2018). Mindful leadership: mindfulness as a new antecedent of destructive and transformational leadership behavior. Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO), 49(2), 139-147.
  • Mathieu, C., Neumann, C. S., Hare, R. D. and Babiak, P. (2014). A dark side of leadership: Corporate psychopathy and its influence on employee well-being and job satisfaction. Personality and Individual Differences, 59, 83-88.
  • McCallaghan, S., Jackson, L. T. and Heyns, M. M. (2019). Examining the mediating effect of diversity climate on the relationship between destructive leadership and employee attitudes. Journal of Psychology in Africa, 29(6), 563-569.
  • Nelson, E. and Hogan, R. (2009). Coaching on the dark side. International Coaching Psychology Review, 4(1), 9-21.
  • Oğlak, S. and Durmaz, E. (2018). The Relationship of stress and workaholism to demographic variables and occupational status in health care workers. Ahi Evran Üniversitesi Sosyal Bilimler Enstitüsü Dergisi (AEÜSBED), 4(2), 112-122.
  • Özdemir, H. Ö. (2019). Konaklama işletmelerinde çalışan personelin örgütsel bağlılıklarının çeşitli açılardan incelenmesi. Ahi Evran Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, (AEÜSBED), 5(2), 237-250.
  • Padilla, A., Hogan, R. and Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176-194.
  • Pelletier, K. L. (2010). Leader toxicity: An empirical investigation of toxic behavior and rhetoric. Leadership, 6(4), 373-389.
  • Pradhan, S. and Jena, L. K. (2017). Effect of abusive supervision on employee’s intention to quit and the neutralizing role of meaningful work in Indian IT organizations. International Journal of Organizational Analysis, 25(5), 825-838.
  • Reiter, D. and Wagstaff, W. A. (2018). Leadership and military effectiveness. Foreign Policy Analysis, 14(4), 490-511.
  • Quek, M. and Kaufman, R. (2019). Nelson Mandela: A man of words, deeds, and service. Retrieved on 11.07.2019 from https://ronkaufman.com/on-the-personal-side-of-life/nelson-mandela-a-man-of-words-deeds-and-service/
  • Reina, C. S., Rogers, K. M., Peterson, S. J., Byron, K. and Hom, P. W. (2018). Quitting the boss? The role of manager influence tactics and employee emotional engagement in voluntary turnover. Journal of Leadership & Organizational Studies, 25(1), 5-18.
  • Salas-Vallina, A. and Alegre, J. (2018). Unselfish leaders? Understanding the role of altruistic leadership and organizational learning on happiness at work (HAW). Leadership & Organization Development Journal, 39(5), 633-649.
  • Schyns, B. and Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.
  • Scott, K. (2017). Radical candor: Be a kick-ass boss without losing your humanity. St. Martin's Press.
  • Sturt, D. and Nordstrom, N. (2018). 10 Shocking workplace stats you need to know. Forbes, Leadership. Retrieved on 15.07.2019 from https:/ /www. forbes.com/ sites/davidsturt/ 2018/03/08/10-shocking-workplace-stats-you-need-to-know/#30c9704f3afe
  • Tafvelin, S., Hasson, H., Holmström, S. and von Thiele Schwarz, U. (2019). Are formal leaders the only ones benefitting from leadership training? A shared leadership perspective. Journal of leadership & organizational studies, 26(1), 32-43.
  • Thoroughgood, C. N., Sawyer, K. B., Padilla, A. and Lunsford, L. (2018). Destructive leadership: A critique of leader-centric perspectives and toward a more holistic definition. Journal of Business Ethics, 151(3), 627-649.
  • Uhl-Bien, M. and Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89-104.
  • Vorster, P. (2019). What is toxic/destructive leadership? The Ethics Institute. https://www.tei.org.za/index.php/resources/articles/ethics-opinions/7213-what-is-toxic-destructive-leadership
  • Van Gils, S., Van Quaquebeke, N., Borkowski, J. and van Knippenberg, D. (2018). Respectful leadership: Reducing performance challenges posed by leader role incongruence and gender dissimilarity. Human relations, 71(12), 1590-1610.
  • Watts, L. L., Steele, L. M. and Mumford, M. D. (2019). Making sense of pragmatic and charismatic leadership stories: Effects on vision formation. The Leadership Quarterly, 30(2), 243-259.
  • Zioagas, J.G. (2019). 11 powerful traits of successful leaders. https://medium.com/personal-growth/11-powerful-traits-of-successful-leaders- 955 67 85f 6df 1#:~:targetText=American%20bestselling%20author%2C%20speaker%20and,see%20the%20way%20to%20go

Yıkıcı Liderlik: “Cehennemden Gelen Yöneticiler”, Nasıl Onlardan Birisi Olunmaz?

Year 2020, Volume: 6 Issue: 1, 295 - 308, 29.03.2020
https://doi.org/10.31592/aeusbed.623157

Abstract




















Liderler çalışanları motive edip ilham kaynağı olurken, aynı zamanda onların farklılıklarını dengelerken örgütsel hedefler için aralarında sinerji oluştururlar. Öte yandan, yöneticiler ve çalışanlar gelir giderler ama geriye, yıkıcı-zehirli liderliğin olumsuz sonuçları örgütte varlığını sürdürür. Yıkıcı liderlik, işler örgütün kuralları dâhilinde, zamanında yapıldığında, örgüt huzurlu olarak gözlemlendiğinde ve değerlendirildiğinde, olumlu olarak düşünülebilir. Ancak, bireyler iş yerinde kendilerine kötü davranıldığı konusunda hem fikir olduklarında, kendilerini diken üstünde hissetmeye başlarlar ve örgütte kendilerini güvensiz ve stresli olarak hissederler. Çalışanlar yöneticilerinden veya iş arkadaşları tarafından kabul edilemez, haksız ve saygısız davranışlar gördüklerini anladıklarında, o zaman kendilerini değersiz ve kendilerine saygı gösterilmediğini düşünürler ve işten ayrılmayı düşünürler ve bu da işgücü devrine yol açar. Böylelikle, örgütler itibarını kaybetme, küskün olarak ayrılan çalışanlarla birlikte kaybolan iş bağlantıları gibi gizli büyük zararlara yol açan olumsuz sonuçlara yol açabilir. Bu çalışmada, yıkıcı liderlik tanımlanarak literatür araştırmasıyla açıklamalar desteklenecek ve yıkıcı liderliğe karşı alınacak tedbirler açıklanarak, detaylı çözüm önerilerinde bulunulacaktır.

References

  • Behery, M., Al-Nasser, A. D., Jabeen, F., Rawas, E. and Said, A. (2018). Toxic leadership and organizational citizenship behavior: a mediation effect of followers' trust and commitment in the Middle East. International Journal of Business & Society, 19(3).
  • Booth, J. E., Shantz, A., Glomb, T. M., Duffy, M. K. and Stillwell, E. E. (2019). Bad bosses and self‐verification: The moderating role of core self‐evaluations with trust in workplace management. Human Resource Management, 1–18. Doi: 10.1002/hrm.21982.
  • Caramela, S. (2017). 4 Ways to define leadership. Business News Daily, https:// www.businessnewsdaily.com/3647-leadership-definition.html/
  • Clark, M. G. (2017). Deconstructing leader development: An introduction. Clark, M. G., and Gruber, C. W. (Eds.), Leader development deconstructed (p. 4). Cham, Switzerland, Springer International Publishing AG.
  • Dalakoura, A. (2010). Differentiating leader and leadership development: A collective framework for leadership development. Journal of Management Development, 29(5), 432-441.
  • Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E. and McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63-82.
  • Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C. and Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62.
  • Einarsen S.V., Skogstad A. and Aasland M.S. (2017). Destructive Leadership. In: Poff D., Michalos A. (Eds.) Encyclopedia of Business and Professional Ethics (p.1). Cham, Switzerland, Springer. https://doi.org/10.1007/978-3-319-23514-1
  • Erickson, A., Shaw, B., Murray, J. and Branch, S. (2015). Destructive leadership: Causes, consequences and countermeasures. Organizational Dynamics, 44(4), 266-272.
  • Gandolfi, F. and Stone, S. (2018). Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), 261-269.
  • Gini, A. and Green, R. M. (2012). Bad leaders/misleaders. Business and Society Review, 117(2), 143-154.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 4-17.
  • Harvey, P., Stoner, J., Hochwarter, W. and Kacmar, C. (2007). Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes. The Leadership Quarterly, 18(3), 264-280.
  • Hellmich, D. and Hellmich, L. (2019). Narcissistic Leadership: When Serving Self Eclipses Serving Mission. New Directions for Community Colleges, 185, 53-63.
  • Hougard, R. (2019). The Dalai Lama on why leaders should be mindful, selfless, and compassionate. Harvard Business Review. Retrieved on 13.07.2019 from https://hbr.org/2019/02/the-dalai-lama-on-why-leaders-should-be-mindful-selfless-and-compassionate
  • Kruse, K. (2013). What Is Leadership? Forbes. https://www.forbes. com/sites/kevinkruse/ 2013/04/09/what-is-leadership/#4437b66c5b90
  • Lange, S., Bormann, K. C. and Rowold, J. (2018). Mindful leadership: mindfulness as a new antecedent of destructive and transformational leadership behavior. Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO), 49(2), 139-147.
  • Mathieu, C., Neumann, C. S., Hare, R. D. and Babiak, P. (2014). A dark side of leadership: Corporate psychopathy and its influence on employee well-being and job satisfaction. Personality and Individual Differences, 59, 83-88.
  • McCallaghan, S., Jackson, L. T. and Heyns, M. M. (2019). Examining the mediating effect of diversity climate on the relationship between destructive leadership and employee attitudes. Journal of Psychology in Africa, 29(6), 563-569.
  • Nelson, E. and Hogan, R. (2009). Coaching on the dark side. International Coaching Psychology Review, 4(1), 9-21.
  • Oğlak, S. and Durmaz, E. (2018). The Relationship of stress and workaholism to demographic variables and occupational status in health care workers. Ahi Evran Üniversitesi Sosyal Bilimler Enstitüsü Dergisi (AEÜSBED), 4(2), 112-122.
  • Özdemir, H. Ö. (2019). Konaklama işletmelerinde çalışan personelin örgütsel bağlılıklarının çeşitli açılardan incelenmesi. Ahi Evran Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, (AEÜSBED), 5(2), 237-250.
  • Padilla, A., Hogan, R. and Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176-194.
  • Pelletier, K. L. (2010). Leader toxicity: An empirical investigation of toxic behavior and rhetoric. Leadership, 6(4), 373-389.
  • Pradhan, S. and Jena, L. K. (2017). Effect of abusive supervision on employee’s intention to quit and the neutralizing role of meaningful work in Indian IT organizations. International Journal of Organizational Analysis, 25(5), 825-838.
  • Reiter, D. and Wagstaff, W. A. (2018). Leadership and military effectiveness. Foreign Policy Analysis, 14(4), 490-511.
  • Quek, M. and Kaufman, R. (2019). Nelson Mandela: A man of words, deeds, and service. Retrieved on 11.07.2019 from https://ronkaufman.com/on-the-personal-side-of-life/nelson-mandela-a-man-of-words-deeds-and-service/
  • Reina, C. S., Rogers, K. M., Peterson, S. J., Byron, K. and Hom, P. W. (2018). Quitting the boss? The role of manager influence tactics and employee emotional engagement in voluntary turnover. Journal of Leadership & Organizational Studies, 25(1), 5-18.
  • Salas-Vallina, A. and Alegre, J. (2018). Unselfish leaders? Understanding the role of altruistic leadership and organizational learning on happiness at work (HAW). Leadership & Organization Development Journal, 39(5), 633-649.
  • Schyns, B. and Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.
  • Scott, K. (2017). Radical candor: Be a kick-ass boss without losing your humanity. St. Martin's Press.
  • Sturt, D. and Nordstrom, N. (2018). 10 Shocking workplace stats you need to know. Forbes, Leadership. Retrieved on 15.07.2019 from https:/ /www. forbes.com/ sites/davidsturt/ 2018/03/08/10-shocking-workplace-stats-you-need-to-know/#30c9704f3afe
  • Tafvelin, S., Hasson, H., Holmström, S. and von Thiele Schwarz, U. (2019). Are formal leaders the only ones benefitting from leadership training? A shared leadership perspective. Journal of leadership & organizational studies, 26(1), 32-43.
  • Thoroughgood, C. N., Sawyer, K. B., Padilla, A. and Lunsford, L. (2018). Destructive leadership: A critique of leader-centric perspectives and toward a more holistic definition. Journal of Business Ethics, 151(3), 627-649.
  • Uhl-Bien, M. and Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89-104.
  • Vorster, P. (2019). What is toxic/destructive leadership? The Ethics Institute. https://www.tei.org.za/index.php/resources/articles/ethics-opinions/7213-what-is-toxic-destructive-leadership
  • Van Gils, S., Van Quaquebeke, N., Borkowski, J. and van Knippenberg, D. (2018). Respectful leadership: Reducing performance challenges posed by leader role incongruence and gender dissimilarity. Human relations, 71(12), 1590-1610.
  • Watts, L. L., Steele, L. M. and Mumford, M. D. (2019). Making sense of pragmatic and charismatic leadership stories: Effects on vision formation. The Leadership Quarterly, 30(2), 243-259.
  • Zioagas, J.G. (2019). 11 powerful traits of successful leaders. https://medium.com/personal-growth/11-powerful-traits-of-successful-leaders- 955 67 85f 6df 1#:~:targetText=American%20bestselling%20author%2C%20speaker%20and,see%20the%20way%20to%20go
There are 39 citations in total.

Details

Primary Language English
Journal Section Articles
Authors

Can Biçer 0000-0001-7270-7417

Publication Date March 29, 2020
Submission Date September 22, 2019
Published in Issue Year 2020 Volume: 6 Issue: 1

Cite

APA Biçer, C. (2020). Destructive Leadership: “Boss From Hell”, How Not To Be One?. Ahi Evran Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 6(1), 295-308. https://doi.org/10.31592/aeusbed.623157