The research on leadership has typically sought to investigate 'good' leadership and the best characteristics of leadership (i.e., transformational leadership, ethical leadership, authentic leadership). Current research indicates a 'bad' or 'dark' side of leadership. The outcomes of destructive leadership have been raising interest in leadership research. Within the research, destructive leadership has been revealed to have severe outcomes for employees and organizations. This literature review seeks to expand the literature to consider destructive leadership and its association with job-related outcomes. The review will examine forms of destructive leadership related to specific job-related and organizational-related outcomes. The exploration of destructive leadership and its effect on job-related outcomes is essential to the success of organizations. This review contributes to the growing body of knowledge related to leadership.
TopIntroduction
Leadership research has traditionally been directed by searching for the best type of leaders and methods to lead. Concepts like transformational, ethical, and authentic leadership highlight “positive” leader behavior and its outcomes (Schyns & Schilling, 2012). These types of leadership are practical and generate positive results for organizations and their employees. Recent research uncovers that there is a “dark side” of leadership. The term has been used as a sweeping expression to define countless 'bad' leader behaviors thought to be linked with detrimental outcomes for organizations and followers (Schyns & Schilling, 2012).
There are two fundamental purposes for the rising curiosity about the dark side of leadership. The first reason is determining the incidence and costs associated with destructive leaders (Schyns & Schilling, 2012). Studies describe a robust frequency of destructive leader behaviors in organizations (Schyns & Schilling, 2012). In the United States, destructive leadership affects approximately 13.6% of United States employees at an estimated price of $23.8 billion a year for United States companies (Schyns & Schilling, 2012). These effects are due to employee turnover, decreased effectiveness, and absenteeism (Schyns & Schilling, 2012).
The second reason for the curiosity comes from the discovery that destructive behavior's effects are severe for organizations and employees (Schyns & Schilling, 2012). Many consequences have been researched concerning destructive leadership behaviors (Schyns & Schilling, 2012). The outcomes of destructive leadership behaviors that have been studied include effects on resistance behavior, job tension, emotional exhaustion, reduced family well-being, turnover intentions, job satisfaction, and deviant work behavior (Schyns & Schilling, 2012).
Destructive leadership is characterized by behaviors detrimental to the organization and its employees (Gardner et al., 2005). Examples of destructive leadership behaviors include harassment, bullying, and favoritism (Hershcovis, 2007). This type of leadership can also manifest in various ways, including bullying, intimidation, micromanagement, and other forms of psychological abuse (Gardner, 2010; Koester, 2015). Destructive leaders often harm the work environment, and their behavior can lead to decreased job satisfaction, lower morale, and decreased productivity (Bass, 1985; Hershcovis, 2007). Moreover, destructive leadership can significantly impact organizational culture, leading to mistrust, fear, and hostility (Fletcher & Carr, 2011).