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How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes

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Schyns, Birgit, Schilling, Jan·2013·The Leadership Quarterly

DOI 10.1016/j.leaqua.2012.09.001

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*Einarsen, 2002, Destructive leadership: A behavioural model, Forskningved Institutt for samfunnspsykologi, 2002, 55
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“Many of the reviews comment on what might broadly be deemed ‘destructive leadership’ (Schyns and Schilling 2013), with substantial claims of leadership bullying, victimisation, favouritism, nepotism and other forms of narcissistic behaviour.”
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“This is important because many of their above critiques might be absorbed or otherwise appropriated by the mainstream (see e.g. Dinh et al., 2014; Schyns and Schilling, 2013 for mainstream work to have done so).”
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Background
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Background
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Background
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Background
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Background
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“…et al., 2013; Tepper, 2007; Tepper et al., 2017), and meta-analyses (e.g., Cao et al., 2022; Krasikova et al., 2013; Mackey et al., 2017, 2019; Schyns & Schilling, 2013; Zhang & Liao, 2015; Zhang et al., 2019) have consistently demonstrated that destructive leadership negatively relates to a…”
BackgroundResultInfluential
Principal leadership effects on student achievement: a multilevel analysis using Programme for International Student Assessment 2015 data
Wu, H., Gao, X., & Shen, J. (2019) · Educational Studies · doi:10.1080/03055698.2019.1584853 · Cited by 51
“Schyns and Schilling (2013) meta-analysis examined the effect of leadership from an uncommon perspective – the consequences of destructive leadership (Einarsen, Aasland, & Skogstad, 2007).”
Background
21st century leadership research in hospitality management: a state-of-the-art systematic literature review
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“Prior studies have suggested that psychological and social work factors such as job demands and control (53, 83), job insecurity (57), role conflict and ambiguity (84, 85), leadership (86, 87), and supervisor- and social support (53, 85) may influence employee health and these factors may be affected by change taking…”
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Coping With Destructive Leadership
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Whatever it takes: Leaders' perceptions of abusive supervision instrumentality
Watkins, T., Fehr, R., & He, W. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.09.002 · Cited by 55
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“This indicates between-person differences in baseline levels of daily counterproductive work behaviour due to the general exposure to destructive and hostile treatment from abusive leaders (Schyns & Schilling, 2013).”
Background
Destructive forms of leadership
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Fatima, T., Majeed, M., & Jahanzeb, S. (2019) · European Management Journal · doi:10.1016/j.emj.2019.07.003 · Cited by 50
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They can’t treat you well under abusive supervision: Investigating the impact of job satisfaction and extrinsic motivation on healthcare employees
Siyal, S., Saeed, M., Pahi, M. H., Solangi, R., & Xin, C. (2021) · Rationality and Society · doi:10.1177/10434631211033660 · Cited by 52
“Metaanalyses have also shown similar results for abusive supervision and job satisfaction (Mackey et al., 2017; Schyns and Schilling, 2013).”
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“Yet, the value of considerate behaviors with regards to leadership outcomes has been supported by meta-analytic evidence (Judge et al., 2004).”
Background
Is It Me or You?—How Reactions to Abusive Supervision Are Shaped by Leader Behavior and Follower Perceptions
Schyns, B., Felfe, J., & Schilling, J. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.01309 · Cited by 47
Self-citation
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Stress and Emotional Well-being in Military Organizations
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“…that they have no value, deprive them of personal control over their work, or actively berate them the expected outcome is frustration, emotional exhaustion, resentment, retaliation and decreased performance and well-being (McColl-Kennedy & Anderson, 2002; Schyns & Schilling, 2013; Tepper, 2000).”
Background
How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories
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“While this approach can be useful to explain unethical acts directly conducted by leaders (e.g., Einarsen, Aasland, & Skogstad, 2007; Schyns & Schilling, 2013; Tepper, 2007), unethical leadership transcends beyond the leaders’ own behavior (Brown & Mitchell, 2010).”
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Ineffective-Leader-Induced Occupational Stress
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No leader is an island: contextual antecedents to line managers' constructive and destructive leadership during an organizational intervention
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“…a stronger in ﬂ uence on behavior than good events, meta-analytic ﬁ ndings comparing constructive and destructive leadership do not ﬁ nd evidence for a stronger relation of destructive leadership with followers ’ attitudes and behavior compared to constructive leadership (Schyns & Schilling, 2013).”
BackgroundResultInfluential
On The Exchange of Hostility With Supervisors: An Examination of Self‐Enhancing and Self‐Defeating Perspectives
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“…suggesting that targets of downward hostility experience less favorable attitudes toward their job and organization and damage to their psychological well-being (see Schyns & Schilling, 2013, for a recent meta-analysis), it is likely that continued examination of the phenomenon is in the offing.”
Background
Emotional intelligence as a moderator in abusive supervision-intention to quit relationship among Indian healthcare professionals
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Voluntary occupational turnover and the experiences of former intercollegiate women assistant coaches
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Abusive supervision and the knowledge worker productivity: the mediating role of knowledge management processes
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Authors: Schyns, B., & Schilling, J.
Affiliations: Durham University (GB)
Hochschule Hannover (DE)
Corresponding author: Schyns, Birgit
ORCID: Schyns, Birgit
Schilling, Jan
Venue: The Leadership Quarterly
Publisher: Elsevier BV
Published: 2013-02
Volume: 24
Issue: 1
Pages: 138-158
ISSN: 1048-9843 (ISSN-L)
DOI: 10.1016/j.leaqua.2012.09.001
OpenAlex: W2013875734
Cited by: 1,245
References: 120
Citations by year: 2026: 113 · 2025: 113 · 2024: 110 · 2023: 136 · 2022: 126 · 2021: 143 · 2020: 109 · 2019: 105 · 2018: 87 · 2017: 57 · 2016: 49 · 2015: 46 · 2014: 36 · 2013: 14
FWCI: 6.27
Type: journal article
Language: en
Open access: green
durham-repository.worktribe.com
Licence: cc-by
www.elsevier.com/tdm/userlicense/1.0/ (tdm)
www.elsevier.com/legal/tdmrep-license (tdm)
Locations: The Leadership Quarterly (publishedVersion)
Durham Research Online (Durham University) (submittedVersion, cc-by)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Workplace Violence and Bullying
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
Keywords: destructive leadership, constructive leadership, leader attitudes, counterproductive work behavior, turnover intention, employee well-being, individual performance, follower outcomes

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How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes

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