Antecedents of Destructive Leadership Behaviors in Chinese Organizational Context: A Longitudinal Research

2014 ◽  
Vol 22 (2) ◽  
pp. 227
Author(s):  
Riguang GAO ◽  
Biying WANG
Keyword(s):  
Organizational Context ◽  
Longitudinal Research ◽  
Leadership Behaviors ◽  
Destructive Leadership

scholarly journals No leader is an island: contextual antecedents to line managers' constructive and destructive leadership during an organizational intervention

2020 ◽  
Vol 13 (2) ◽  
pp. 173-188
Author(s):  
Robert Lundmark ◽  
Karina Nielsen ◽  
Henna Hasson ◽  
Ulrica von Thiele Schwarz ◽  
Susanne Tafvelin
Keyword(s):  
Organizational Context ◽  
Leadership Behaviors ◽  
Readiness For Change ◽  
Destructive Leadership ◽  
Span Of Control ◽  
Line Managers ◽  
Organizational Intervention ◽  
Content Type ◽  
Organizational Interventions ◽  
Address Line

PurposeLine managers can make or break organizational interventions, yet little is known about what makes them turn in either direction. As leadership does not occur in a vacuum, it has been suggested that the organizational context plays an important role. Building on the intervention and leadership literature, we examine if span of control and employee readiness for change are related to line managers' leadership during an organizational intervention.Design/methodology/approachLeadership is studied in terms of intervention-specific constructive, as well as passive and active forms of destructive, leadership behaviors. As a sample, we use employees (N = 172) from 37 groups working at a process industry plant. Multilevel analyses over two time points, with both survey and organizational register data were used to analyze the data.FindingsThe results revealed that span of control was negatively related to constructive leadership and positively related to passive destructive leadership during the intervention. Employee readiness for change was positively related to constructive leadership, and negatively related to both passive and active destructive leadership.Practical implicationsOur findings suggest that contextual factors need to be assessed and considered if we want line managers to engage in constructive rather than destructive leadership during interventions.Originality/valueThe present study is the first to address line managers' making or breaking of organizational interventions by examining the influence of context on both their destructive and constructive leadership.

scholarly journals The effect of destructive leadership on self-efficacy and counterproductive work behaviors: A research on service sector employees in Mersin, Turkey

2021 ◽  
Vol 6 (2) ◽  
pp. 186-206
Author(s):  
Murat Aydinay ◽  
Aysehan Cakici ◽  
A. Celil Cakici
Keyword(s):  
Self Efficacy ◽  
Service Sector ◽  
Leadership Behaviors ◽  
Descriptive Statistics ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Destructive Leadership ◽  
Convenience Sample ◽  
Explanatory Factor Analysis ◽  
Practical Implications

The aim of this study was to find out the effect of destructive leadership on employees’ self-efficacy and counterproductive work behaviors. The data was collected from a convenience sample of 486 service sector employees in Mersin, Turkey. Descriptive statistics, explanatory factor analysis, and regression analysis were conducted to analyze the data. The results showed that lack of competence in leadership, excessive authoritarianism, and favoritism dimensions increased the organization-oriented counterproductive work behaviors while resistance to technology and change dimension decreased these behaviors. In contrast, insensitivity to subordinates had no effect on counterproductive work behaviors. Furthermore, destructive leadership had no effect on employees’ self-efficacy, but self-efficacy affected counterproductive work behaviors. This study provides theoretical and practical implications for understanding the effect of destructive leadership behaviors on the employees’ self-efficacy and counterproductive work behaviors in the context of the service sector.

scholarly journals Age and leadership: comparisons of age groups in different kinds of work environment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gerry Larsson ◽  
Christina Björklund
Keyword(s):  
Leadership Development ◽  
Work Environment ◽  
Leadership Behaviors ◽  
Age Groups ◽  
Young Male ◽  
Mentoring Programs ◽  
Destructive Leadership ◽  
Content Type ◽  
Gender Comparison ◽  
Self Confidence

Purpose The purpose of this study is twofold. First, to compare the self-rated leadership behaviors, leadership-related competencies and results of the leadership of younger, mid-aged and older leaders; and second to compare these aspects among younger leaders in different kinds of the work environment and between men and women. Design/methodology/approach Data was collected using the developmental leadership questionnaire from a sample of Swedish leadership course participants (N = 7,743). Findings The results showed that the younger group of leaders (29 years old or younger n = 539), rated themselves more negatively than the mid-aged (30–50 years, n = 5,208) and older (51 years or older, n = 1,996) leaders. Analysis of the group of younger leaders showed that those working in the private sector scored most favorably. The gender comparison revealed that young male leaders scored higher on negative conventional (transactional) and destructive leadership behaviors. A logistic regression analysis of the younger group showed that social competence, developmental leadership and destructive leadership (negative) influenced self-rated results of leadership. Research limitations/implications The study is based on leaders’ self-ratings only. Practical implications The results can be used in leadership development contexts and in individualized coaching or mentoring programs. Originality/value The results have new implications for leadership theory related to self-confidence, stereotypes, selection and organizational culture.

Communication Behaviors, Innovation, and the Maverick Leader

1996 ◽  
Vol 3 (3) ◽  
pp. 20-30 ◽  
Author(s):  
R. Glenn Ray ◽  
Steve D. Ugbah ◽  
Cam Brammer ◽  
Sue DeWine
Keyword(s):  
General Framework ◽  
Qualitative Data ◽  
Organizational Context ◽  
Leadership Behaviors ◽  
Communication Behaviors ◽  
Communicative Behaviors ◽  
Loosely Coupled ◽  
Communication Situations ◽  
Interpretive Approach ◽  
Depth Interviews

The purpose of this study was to examine the communication and leadership behaviors of mavericks as they relate to innovation in the organization. We sought to answer the following questions: (1) Can mavericks be identified by other organizational members? (2) What impact do their communicative behaviors have on the process of innovation in the organization? (3) How do they perceive themselves in the organizational context? Since an interpretive approach to studying innovation was used, these questions served as a general framework for our investigation. Qualitative data (in-depth interviews with 32 organizational members), were collected from individuals who had been nominated by others as "organizational mavericks" and a sample of non-mavericks. Organizational mavericks were found to be more eager to communicate than non-mavericks, and less apprehensive about a variety of communication situations. It appears that skillful mavericks do not want to be identified as separate from the group and that the organization which is "loosely coupled" facilitates maverick behavior.

scholarly journals Dredge and Schott JTTT Academic Agency and Leadership in Tourism Higher Education.pdf

2020 ◽  
Author(s):  
Christian Schott ◽  
Dianne Dredge
Keyword(s):  
Higher Education ◽  
Social Change ◽  
Conceptual Framework ◽  
Organizational Context ◽  
Leadership Behaviors ◽  
Review Of Literature ◽  
The Social ◽  
The Individual

This paper explores the leadership agency of tourism faculty in higher education and recommends actions to enhance leadership for social change. Based on a review of literature grounded within an agency perspective, a conceptual framework is presented that identifies systemic and individual influences on leadership. Three types of freedom for faculty to engage in leadership behaviors arise: (1) the capacity of the individual to lead; (2) the freedom afforded by the organizational context to lead in accordance with one’s capacity to lead; and (3) the social freedom to lead derived from each faculty member’s disciplinary and departmental norms and structures.

scholarly journals Leadership profiles associated with the implementation of behavioral health evidence-based practices for autism spectrum disorder in schools

Autism ◽  
2019 ◽  
Vol 23 (8) ◽  
pp. 1957-1968
Author(s):  
Nicole A Stadnick ◽  
Rosemary D Meza ◽  
Jessica Suhrheinrich ◽  
Gregory A Aarons ◽  
Lauren Brookman-Frazee ◽  
...  
Keyword(s):  
Autism Spectrum Disorder ◽  
Latent Profile Analysis ◽  
Organizational Context ◽  
Leadership Behaviors ◽  
Autism Spectrum ◽  
Spectrum Disorder ◽  
Evidence Based ◽  
Implementation Climate ◽  
Strategic Implementation ◽  
Ebp Implementation

Implementation of evidence-based practice (EBP) for autism spectrum disorder (ASD) in the education system is a public health priority. Leadership is a critical driver of EBP implementation but little is known about the types of leadership behaviors exhibited by school leaders and how this influences the context of EBP implementation, particularly for students with ASD. The objectives of this study were to determine (1) the leadership profiles of principals involved in EBP implementation for students with ASD and (2) how these leadership profiles related to school characteristics and implementation climate. The Exploration, Preparation, Implementation, Sustainment (EPIS) framework was used to guide the design and analysis of this study. Participants (n = 296) included principals, teachers, and classroom support staff. They provided demographic information and completed the Multifactor Leadership Questionnaire and Implementation Climate Scale. Using latent profile analysis, a three-pattern solution was identified: Disengaged (6% of sample), Undifferentiated (23% of sample), and Optimal (71% of sample). Principals in schools with higher proportions of students with an individualized education program were more likely to be classified as Undifferentiated than Optimal. The Optimal group was associated with more positive implementation climate than the Undifferentiated or Disengaged groups. Findings suggest that leadership behaviors rated by principals and their staff involved in implementation of common autism EBPs can be meaningfully clustered into three discernible profiles that are shaped by organizational context and linked to strategic implementation climate. Our study findings have implications for leadership training and service delivery in schools by underscoring the critical nature of school leadership during implementation of EBPs for children with autism and the interplay between specific leadership behaviors and strategic implementation climate.

Destructive Leadership Behaviors and Workplace Attitudes in Schools

2015 ◽  
Vol 99 (2) ◽  
pp. 147-163 ◽  
Author(s):  
Daniel S. Woestman ◽  
Teresa Akinyi Wasonga
Keyword(s):  
Leadership Behaviors ◽  
Destructive Leadership ◽  
Workplace Attitudes

scholarly journals Narcissistic Leaders–Promise or Peril? The Patterns of Narcissistic Leaders’ Behaviors and Their Relation to Team Performance

2021 ◽  
Vol 12 ◽  
Author(s):  
Ellen A. Schmid ◽  
Kristin Knipfer ◽  
Claudia V. Peus
Keyword(s):  
Team Performance ◽  
Leadership Behaviors ◽  
Curvilinear Relationship ◽  
Destructive Leadership ◽  
Leadership Performance ◽  
Online Study ◽  
Source Studies ◽  
Scenario Technique ◽  
And Performance ◽  
Leadership Research

Leader narcissism has attracted substantial attention in leadership research and organizational practice. Yet, the exact relationship between leader narcissism and performance remains unclear. In this paper, we set out to illuminate the narcissism-leadership-performance puzzle. We build on research that points to a curvilinear relationship between leader narcissism and performance and open the black box behind this curvilinear relationship. Thereby, we take into consideration the context, in which narcissistic leaders act, and explore their leadership behaviors in a compelling context: entrepreneurial teams. In a quantitative study, we found that a moderate level of leader narcissism was associated with the best team performance as assessed by the quality of a business plan. In a qualitative follow-up interview study, we explored the patterns of leadership behaviors shown by narcissists to better understand how different behaviors combine into effective versus destructive leadership, shaping team performance eventually. Finally, in an experimental online study using the scenario technique, we investigated the relevance of these leadership patterns associated with different levels of narcissism across contexts. The results of our multi-method and multi-source studies suggest that the most promising avenue to understand the narcissism-leadership-performance puzzle is that it depends on the levels of narcissism and more specifically that it depends on the patterns of behaviors narcissistic leaders show—the context seems to play a less important role.

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