The Prevalence of Destructive Leadership Behaviour

The Prevalence of Destructive Leadership Behaviour 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png British Journal of Management Wiley

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Publisher
Wiley
Copyright
© 2009 British Academy of Management
ISSN
1045-3172
eISSN
1467-8551
D.O.I.
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 ManagementWiley

Published: Jun 1, 2010

References

  • Bullying at work
    Agervold, Agervold
  • Petty tyranny in organizations
    Ashforth, Ashforth
  • When the romance is over
    Bligh, Bligh; Kohles, Kohles; Pearce, Pearce; Justin, Justin; Stovall, Stovall
  • A model of work frustration–aggression
    Fox, Fox; Spector, Spector
  • Mixed messages
    Major, Major; Zubek, Zubek; Cooper, Cooper; Cozzarelli, Cozzarelli; Richards, Richards
  • The hierarchical abuse of power in work organizations
    Vredenburgh, Vredenburgh; Brender, Brender

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