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- Publisher
- Wiley
- Copyright
- © 2009 British Academy of Management
- ISSN
- 1045-3172
- eISSN
- 1467-8551
- DOI
- 10.1111/j.1467-8551.2009.00672.x
- Publisher site
- See Article on Publisher Site
Abstract
This study investigates the prevalence of the four types of destructive leadership behaviour in the destructive and constructive leadership behaviour model, in a representative sample of the Norwegian workforce. The study employs two estimation methods: the operational classification method (OCM) and latent class cluster (LCC) analysis. The total prevalence of destructive leadership behaviour varied from 33.5% (OCM) to 61% (LCC), indicating that destructive leadership is not an anomaly. Destructive leadership comes in many shapes and forms, with passive forms prevailing over more active ones. The results showed that laissez‐faire leadership behaviour was the most prevalent destructive leadership behaviour, followed by supportive–disloyal leadership and derailed leadership, while tyrannical leadership behaviour was the least prevalent destructive leadership behaviour. Furthermore, many leaders display constructive as well as destructive behaviours, indicating that leadership is not either constructive or destructive. The study contributes to a broader theoretical perspective on what must be seen as typical behaviour among leaders.
Journal
British Journal of Management – Wiley
Published: Jun 1, 2010