Destructive Leadership

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Edited by: Birgit Schyns, Jan Schilling

Series: Zeitschrift für Psychologie - Volume 22

Print edition

Out of print

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Invoiced upon release

Online journal issue still available here

Understanding and preventing destructive leadership and the far-reaching consequences it can have on individuals and organizations.

Destructive leadership can take various forms, such as abusive supervision, petty tyranny, and negative or aversive leadership, all of which negatively impact both followers and the organizations themselves. The expert contributions in this volume focus on understanding and preventing destructive leadership and the far-reaching consequences it can have on individuals and organizations.

Destructive forms of leadership emerge in an interaction between situations, leaders, and followers. Critical aspects of this interaction examined here include the ways in which attempts at charismatic leadership can lead to the perception of abusive leadership, or even to abusive leadership behavior, narcissism as an antecedent of abusive leadership, how leaders and followers interact in coping with negative leadership (different coping strategies and their consequences), the impacts of constructive and destructive leadership behavior on subordinates’ job satisfaction, and the role of leaders in learning from workplace mistakes.

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