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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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“The reciprocation of positive exchanges with a leader builds trust. In contrast, if a leader engages in abusive behaviour, it will inevitably reduce followers' trust in leaders. Thus, in accordance with SET, trust decreases over time as a result of unfavourable exchanges with a leader. Abusive supervision represents unpleasant behaviours that can be predicted to contribute to feelings of distrust”
From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Schyns & Schilling (2013)
In the citing paper
“researchers have argued that follower perceptions are critical to include in measures of abusive supervision because leader behavior can only have an effect on followers if it is also perceived by them (Schyns and Schilling, 2013).”
From Narcissistic Leaders and Their Victims: Followers Low on Self-Esteem and Low on Core Self-Evaluations Suffer Most (2018) · cites this paper as Schyns and Schilling, 2013
In the citing paper
“On the other hand, the lack of a clear leadership approach or a wrong management style can de-motivate employees, kill productivity, and lead to disengagement and turnover (Catteeuw et al., 2007;Schyns & Schilling, 2013).”
From Servant Leadership and Employee Engagement: A Qualitative Study (2022) · cites this paper as Schyns & Schilling, 2013
In the citing paper
“Destructive leadership is defined as voluntary, repeated, and hostile behaviors targeted at followers to harm them and/or the organization (Krasikova et al., 2013; Schyns & Schilling, 2013).”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as Schyns & Schilling, 2013
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Abusive supervision and job outcomes: a moderated mediation study
Pradhan, S., & Jena, L. K. (2018) · Evidence-based HRM a Global Forum for Empirical Scholarship · doi:10.1108/ebhrm-06-2017-0030 · Cited by 52
Brender‐Ilan, Y., & Sheaffer, Z. (2018) · Asia Pacific Management Review · doi:10.1016/j.apmrv.2018.05.003 · Cited by 44
Trapped at Work: The Barriers Model of Abusive Supervision
Breevaart, K., Wisse, B. M., & Schyns, B. (2021) · Academy of Management Perspectives · doi:10.5465/amp.2021.0007 · Cited by 45
“Research that particularly focusses on explaining the duration of abusive relationships is uncommon; most studies focus either on the detrimental outcomes of abusive supervision (Schyns & Schilling, 2013) or its antecedents (Zhang & Bednall, 2015).”
BackgroundSelf-citationChristofi, M., Leonidou, E., & Vrontis, D. (2015) · Global Business and Economics Review · doi:10.1504/gber.2015.066533 · Cited by 43
“However, in most cases, leadership research has often been driven by the quest to discover the most effective individual or mechanism to lead (Schyns and Schilling, 2013).”
BackgroundInfluentialThe interaction between supportive and unsupportive manager behaviors on employee work attitudes
Teoh, K., Coyne, I. J., Devonish, D., Leather, P., & Zarola, A. (2016) · Personnel Review · doi:10.1108/pr-05-2015-0136 · Cited by 62
Chénard-Poirier, L. A., Morin, A. J. S., Boudrias, J.-S., & Gillet, N. (2022) · Journal of Business and Psychology · doi:10.1007/s10869-021-09734-7 · Cited by 52
How often do dictators have positive economic effects? Global evidence, 1858–2010
Rizio, S. M., & Skali, A. (2019) · The Leadership Quarterly · doi:10.1016/j.leaqua.2019.06.003 · Cited by 42
Xi, M., He, W., Fehr, R., & Zhao, S. (2021) · Journal of Organizational Behavior · doi:10.1002/job.2558 · Cited by 46
Destructive leadership behaviors: The case of academic middle leaders in higher education
Ghamrawi, N., Abu‐Shawish, R. K., Shal, T., & Ghamrawi, N. A. R. (2024) · International Journal of Educational Research · doi:10.1016/j.ijer.2024.102382 · Cited by 42
Abusive Leadership and Helping Behavior: Capability or Mood, which Matters?
Xia, Y. J., Zhang, L., & Li, M. (2017) · Current Psychology · doi:10.1007/s12144-017-9583-y · Cited by 42
Horstmann, D. (2018) · European Journal of Health Psychology · doi:10.1027/2512-8442/a000014 · Cited by 51
When grandiose meets vulnerable: narcissism and well-being in the organizational context
Wirtz, N., & Rigotti, T. (2020) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2020.1731474 · Cited by 46
“The derogatory behaviour that grandiose narcissistic leaders are likely to display in the long term, especially when confronted with failure, is likely to impair followers ’ health (Schyns & Schilling, 2013; Tepper & Almeda, 2012), in particular, if they are vulnerable narcissists.”
BackgroundSmallfield, J., Hoobler, J. M., & Kluemper, D. H. (2020) · Journal of Organizational Behavior · doi:10.1002/job.2450 · Cited by 47
Destructive Leadership Behavior: An Exploratory Study in Chile
Aravena, F. (2017) · Leadership and Policy in Schools · doi:10.1080/15700763.2017.1384501 · Cited by 41
“…effective leadership is viewed as successful leaders and those successful cases are widely documented in research (Coleman, 2012; Conger, 1990; Erickson, Shaw, & Agabe, 2007; Higgs, 2009; Hoog, Johansson, & Olofsson, 2005; Kellerman, 2004; Robinson, 2010; Schyns & Schilling, 2013; Tepper, 2000).”
Abusive supervision and work-family conflict: an empirical investigation of Indian professionals
Pradhan, S., & Gupta, P. (2021) · International Journal of Conflict Management · doi:10.1108/ijcma-07-2020-0130 · Cited by 45
When Your Leader Just Does Not Make Any Sense: Conceptualizing Inconsistent Leadership
Schilling, J., Schyns, B., & May, D. C.-M. (2022) · Journal of Business Ethics · doi:10.1007/s10551-022-05119-9 · Cited by 49
“This implies that inconsistent leadership may have more severe consequences than even (consistent) destructive leadership (cp. Schyns & Schilling, 2013; Tepper, 2007).”
BackgroundInfluentialSelf-citationResilience enhancing programs in the U.S. military: An exploration of theory and applied practice
McInerney, S. A., Waldrep, E., & Benight, C. C. (2022) · Military Psychology · doi:10.1080/08995605.2022.2086418 · Cited by 62
“These variables include leadership quality (Erickson et al., 2015; Gallus et al., 2013; Schyns & Schilling, 2013), operational tempo (Castro & Adler, 1999), and operational stress (Bartone, 2006), as well as perceptions of unit capability and performance (Keegan et al., 2021).”
BackgroundLinking destructive forms of leadership to employee health
Trépanier, S., Boudrias, V., & Peterson, C. (2019) · Leadership & Organization Development Journal · doi:10.1108/lodj-04-2019-0168 · Cited by 58
Epitropaki, O., Radulovic, A. B., Ete, Z., Thomas, G., & Martin, R. (2020) · The Leadership Quarterly · doi:10.1016/j.leaqua.2019.101376 · Cited by 42
Klasmeier, K. N., Schleu, J. E., Millhoff, C., Poethke, U., & Bormann, K. C. (2021) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2021.1968375 · Cited by 50
“Usually, either abusive supervision or laissez-faire leadership are studied, leaving open questions regarding each style’s incremental validity (Schyns & Schilling, 2013).”
BackgroundResultInfluentialAhmed, M. A. O., Zhang, J., Fouad, A. S., Mousa, K., & Nour, H. M. (2024) · Sustainability · doi:10.3390/su17010105 · Cited by 39
Dietz, C., & Scheel, T. (2017) · Frontiers in Psychology · doi:10.3389/fpsyg.2017.01885 · Cited by 42
Lange, S., Bormann, K. C., & Rowold, J. (2018) · Gruppe Interaktion Organisation Zeitschrift für Angewandte Organisationspsychologie (GIO) · doi:10.1007/s11612-018-0413-y · Cited by 48
“There is strong empirical evidence regarding the detrimental effects of destructive leadership on individuals and organizations (Schyns and Schilling 2013).”
BackgroundKirrane, M., Kilroy, S., & O’Connor, C. (2018) · Leadership & Organization Development Journal · doi:10.1108/lodj-07-2018-0252 · Cited by 42
Social Relationships and Turnover: A Multidisciplinary Review and Integration
Jo, J., & Ellingson, J. E. (2019) · Group & Organization Management · doi:10.1177/1059601119834407 · Cited by 44
Why do leaders engage in destructive behaviours? The role of leaders’ working environment and stress
Tafvelin, S., Lundmark, R., Schwarz, U. V. T., & Stenling, A. (2022) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12413 · Cited by 49
Moving beyond the employee: The role of the organizational context in leader workplace aggression
Sharma, P. N. (2017) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.12.002 · Cited by 48
Three Nightmare Traits in Leaders
de Vries, R. E. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.00871 · Cited by 46
“…compared the effects of constructive leadership styles (e.g., individualized consideration) with destructive leadership styles (e.g., abusive supervision) but did not find support for the “bad leadership is stronger than good leadership” notion (Schyns and Schilling, 2013; Brandebo et al., 2016).”
BackgroundMethodResultInfluentialConstructive Leadership and Employee Innovative Behaviors: A Serial Mediation Model
Araslı, H., Arıcı, H. E., & Kole, E. (2020) · Sustainability · doi:10.3390/su12072592 · Cited by 47
“Based on a meta-analysis performed by Schyns and Schilling [31], in comparison with destructive leadership, CL is likely to have a stronger association with distinct outputs such as behavior towards the manager, individual performance, intention to quit, and job satisfaction.”
MethodSyed, F., Akhtar, M. W., Kashif, M., Asrar‐ul‐Haq, M., ain, Q. U., Husnain, M., & Aslam, M. K. (2020) · Journal of Management Development · doi:10.1108/jmd-05-2019-0183 · Cited by 43
Qin, Y., Xie, Y.-H., & Cooke, F. (2021) · Asian Business & Management · doi:10.1057/s41291-021-00154-2 · Cited by 40
Liu, H., Geng, J., & Yao, P. (2021) · Journal of Intelligence · doi:10.3390/jintelligence9030044 · Cited by 38
“Once employees feel jealous, they often give up their organizational citizenship behavior, and vice versa; this promotes better customer service and employee performance (Schyns and Schilling 2013).”
BackgroundImpact of Aversive Leadership on Job Outcomes: Moderation and Mediation Model
Khan, T. I., Nisar, H. G., Bashir, T., & Ahmed, B. (2018) · NICE Research Journal · doi:10.51239/nrjss.v0i0.71 · Cited by 37
“…or team members (Aasland, Skogstad, Notelaers, Nielsen, and Einarsen, 2010), while, as it was, overlooking the clouded face of leadership, past many years have seen observed a persevering increment in the composing focusing on the perhaps gigantic face of leadership (Schyns and Schilling, 2013).”
BackgroundUnethical Leadership: Current Theoretical Trends and Conceptualization
Lašáková, A., & Remišová, A. (2015) · Procedia Economics and Finance · doi:10.1016/s2212-5671(15)01636-6 · Cited by 37
“For instance, Schyns and Schilling (2013) provided a meta-analysis of outcomes that integrated different conceptualizations of destructive leadership and analyzed the relations between unethical leadership and outcome variables. Their results showed that there is a negative correlation with positive followers’ outcome…”
BackgroundInfluentialExploring a model of workplace ostracism: The value of coworker humor.
Neves, P., & Cunha, M. P. E. (2017) · International Journal of Stress Management · doi:10.1037/str0000069 · Cited by 44
“…and carries costs that can mount to $23.8 billion annually (Tepper, Duffy, Henle, & Lambert, 2006), and its role as an extreme social stressor (Schyns & Schilling, 2013), we believe this dimension of destructive leadership is of particular relevance for the development of workplace ostracism.”
BackgroundInfluentialfor the KORA Investigators, Schmidt, B., Herr, R. M., Jarczok, M. N., Baumert, J., Lukaschek, K., Emeny, R. T., & Ladwig, K. (2018) · International Archives of Occupational and Environmental Health · doi:10.1007/s00420-018-1312-9 · Cited by 43
Zhang, P., Li, S., Liu, W., Han, Y., & Muhammad, N. A. (2018) · Asian Journal Of Social Psychology · doi:10.1111/ajsp.12323 · Cited by 39
“…gaining increasing interest, which also coincides with the trend in organizational psychology toward building a more thorough understanding of organizational leadership through the negative lens (Ashforth, 1994; Einarsen, Aasland, & Skogstad, 2007; Schyns & Schilling, 2013; Tepper, 2000, 2007).”
BackgroundAbusive supervision and newcomers’ turnover intention: a perceived workplace ostracism perspective
Wang, Z., Du, J., Yu, M., Meng, H., & Wu, J. (2020) · The Journal of General Psychology · doi:10.1080/00221309.2020.1751043 · Cited by 42
“Leaders represent a critical force in the context surrounding relationships between coworkers and play an important role in building a positive/negative workplace climate (Schyns & Schilling, 2013).”
BackgroundDeng, H., Lam, C. K., Guan, Y., & Wang, M. (2020) · Personnel Psychology · doi:10.1111/peps.12430 · Cited by 39
Mission impossible? Effects of crisis, leader and follower strain on health-oriented leadership
Klebe, L., Felfe, J., & Klug, K. (2021) · European Management Journal · doi:10.1016/j.emj.2021.07.001 · Cited by 44
Wu, M., Peng, Z., & Estay, C. (2018) · Journal of Pacific Rim Psychology · doi:10.1017/prp.2018.7 · Cited by 36
“In addition, although high job complexity means that subordinates need to obtain ample work information (Hunter, Schmidt, & Judiesch, 1990), they are likely to suffer from a lack of information when they are faced with destructive leadership (Schyns & Schilling, 2013).”
BackgroundResultInfluentialShillamkwese, S. S., Tariq, H., Obaid, A., Weng, Q. D., & Garavan, T. N. (2019) · Business Ethics A European Review · doi:10.1111/beer.12245 · Cited by 37
Mediocre and harmful public sector leadership
Franken, E. H., & Plimmer, G. (2019) · International Journal of Public Leadership · doi:10.1108/ijpl-09-2019-0058 · Cited by 36
Full range indeed? The forgotten dark side of leadership
Itzkovich, Y., Heilbrunn, S., & Aleksić, A. (2020) · Journal of Management Development · doi:10.1108/jmd-09-2019-0401 · Cited by 39
Ramdan, A. H. A., & Eid, W. M. (2020) · Evidence-Based Nursing Research · doi:10.47104/ebnrojs3.v2i4.160 · Cited by 36
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Leadership, affect and outcomes: symmetrical and asymmetrical relationships
Glasø, L., Skogstad, A., Notelaers, G., & Einarsen, S. V. (2017) · Leadership & Organization Development Journal · doi:10.1108/lodj-08-2016-0194 · Cited by 36
Pajic, S., Buengeler, C., Hartog, D. N. D., & Boer, D. (2021) · Journal of Occupational Health Psychology · doi:10.1037/ocp0000309 · Cited by 42
“Whereas these main effects are well substantiated (e.g., Inceoglu et al., 2018;Montano et al., 2017; Schyns & Schilling, 2013; Skakon et al., 2010), only a few studies investigated boundary conditions (e.g., De Vries et al., 2002).”
BackgroundJu, L., Ji, Y. P., Wu, C., Ning, X., & He, Y. (2023) · Engineering Construction & Architectural Management · doi:10.1108/ecam-08-2022-0726 · Cited by 39
Neves, P., & Schyns, B. (2018) · Journal of Change Management · doi:10.1080/14697017.2018.1446699 · Cited by 35
“Nonetheless, a growing number of studies on the ‘dark side’ of leadership have included themes such as abusive supervision, bossing, destructive, toxic and/or negative leadership, among others (Schyns & Schilling, 2013).”
BackgroundSelf-citationHow to moderate emotional exhaustion among public healthcare professionals?
Cabarcos, Á. L., López‐Carballeira, A., & Ferro‐Soto, C. (2021) · European Research on Management and Business Economics · doi:10.1016/j.iedeen.2020.100140 · Cited by 40
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Destructive Forms of Leadership and Their Relationships with Employee Well‐Being
Skogstad, A., Nielsen, M. B., & Einarsen, S. V. (2017) · Wiley eBooks · doi:10.1002/9781394259250.ch9 · Cited by 36
This doesn’t make sense! Does illegitimate tasks affect innovative behaviour?
Bani‐Melhem, S., Abukhait, R., & Shamsudin, F. M. (2023) · Service Industries Journal · doi:10.1080/02642069.2022.2163994 · Cited by 34
“The evidence suggests that such leadership results in adverse work outcomes in the public sector, such as reduced employee well-being and satisfaction (Bellou & Dimou, 2021; Chênevert et al., 2013; Schyns & Schilling, 2013) and declining employee job performance (Bellou & Dimou, 2021).”
Emmerling, F., Peus, C. V., & Lobbestael, J. (2023) · Organizational Psychology Review · doi:10.1177/20413866231153098 · Cited by 42
“While positive forms of leadership (e.g., Antonakis et al., 2003) enable individuals, organizations, and societies to flourish, destructive forms of leadership can have devastating consequences (Schyns & Schilling, 2013).”
BackgroundInfluentialThe influence of abusive supervision on employees’ motivation and extra-role behaviors
Huang, L., Su, C.-H., Lin, C.-C., & Lu, S. (2019) · Chinese Management Studies · doi:10.1108/cms-04-2018-0495 · Cited by 38
Murad, M., Jiatong, W., Shahzad, F., & Syed, N. (2021) · Journal of Police and Criminal Psychology · doi:10.1007/s11896-021-09470-x · Cited by 34
“These destructive behaviors such as abusive supervision, despotic leadership, and destructive leadership have been investigated by previous researchers (Woestman and Wasonga 2015; Schyns and Schilling 2013; Aravena 2019).”
BackgroundDannheim, I., Ludwig‐Walz, H., Buyken, A. E., Grimm, V., & Kroke, A. (2021) · Journal of Public Health · doi:10.1007/s10389-021-01664-1 · Cited by 38
“2011; Schyns and Schilling 2013; Montano et al.”
Despotic leadership and IT project efficiency: the role of resilience
Khan, J., Mubarak, N., Khattak, S. A., Safdar, S., & Jaafar, M. (2022) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-01-2021-0019 · Cited by 34
The influence of abusive supervision on employee engagement, stress and turnover intention
de Oliveira, L. B., & Najnudel, P. S. (2022) · Revista de Gestão · doi:10.1108/rege-02-2021-0025 · Cited by 56
Lee, W. R., Kang, S., & Choi, S. B. (2022) · Behavioral Sciences · doi:10.3390/bs12050156 · Cited by 38
“In fact, given that abuse supervision has various negative effects on employee performance, job satisfaction, positive self-evaluation, wellbeing, and stress [11,39], abusive supervision is expected to negatively affect employee creative performance in the following ways.”
BackgroundSun, S., Burke, M., Chen, H., Tan, Y. (., Zhang, J., & Hou, L. (2022) · Human Relations · doi:10.1177/0018726721992849 · Cited by 34
“Although organizations count on supervisory leaders to motivate and develop their employees, we are increasingly faced with the reality that supervisors sometimes engage in destructive leadership behaviors to harm and undermine their direct reports (Krasikova et al., 2013; Mackey et al., 2019; Schyns and Schilling, 20…”
BackgroundInfluentialAbusive Supervision: A Systematic Review and New Research Approaches
Gallegos, I., Guàrdia‐Olmos, J., & Berger, R. (2022) · Frontiers in Communication · doi:10.3389/fcomm.2021.640908 · Cited by 38
“Abusive supervision (AS) is an important organizational concept that is present in empirical leadership research over the last 2 decades (Schyns and Schilling, 2013).”
BackgroundEmotionally intelligent school leadership predicts educator well-being before and during a crisis
Floman, J. L., Ponnock, A. R., Jain, J., & Brackett, M. A. (2024) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1159382 · Cited by 63
“…who miss more days of work, are less engaged and satisfied with their jobs, are more likely to quit, and who report more physical and mental health problems (Harris et al., 2009; Kelloway and Barling, 2010; Schyns and Schilling, 2013; Harms et al., 2017; Montano et al., 2017; Nielsen et al., 2017).”
BackgroundA Holistic View of Employee Coaching
Weer, C. H., DiRenzo, M. S., & Shipper, F. M. (2015) · The Journal of Applied Behavioral Science · doi:10.1177/0021886315594007 · Cited by 36
“…and psychological distress among followers (Aryee, Sun, Chen, & Debrah, 2008; Chen & Kao, 2009; Harvey, Stoner, Hochwarter, & Kacmar, 2007; Nyberg et al., 2011; Restubog, Scott, & Zagenczyk, 2011; Schyns & Schilling, 2013; Tepper, 2000; Tepper, Duffy, Henle, & Lambert, 2006; Wu & Hu, 2009).”
BackgroundPradhan, S., Jena, L. K., & Mohapatra, M. (2018) · Gender in Management An International Journal · doi:10.1108/gm-01-2017-0008 · Cited by 34
Liao, E. Y., Wang, A. Y., & Zhang, C. Q. (2020) · Organizational Psychology Review · doi:10.1177/2041386620962554 · Cited by 41
“For example, Schyns and Schilling (2013) found that the magnitude of the relationship for constructive and destructive Liao et al. 119 leadership with follower attitudes/behaviors does not differ.”
BackgroundRuiz‐Palomino, P., Cañas, R. M., & Bañón-Gomis, A. J. (2021) · European Management Review · doi:10.1111/emre.12461 · Cited by 38
Pradhan, S. (2021) · Evidence-based HRM a Global Forum for Empirical Scholarship · doi:10.1108/ebhrm-11-2020-0143 · Cited by 33
Sibonde, A. H., & Dassah, M. O. (2021) · Africa’s Public Service Delivery and Performance Review · doi:10.4102/apsdpr.v9i1.499 · Cited by 33
Pandey, A., Nambudiri, R., Selvaraj, P., & Sadh, A. (2021) · International Journal of Conflict Management · doi:10.1108/ijcma-09-2020-0164 · Cited by 34
Raza, B., St‐Onge, S., & Ullah, S. (2023) · Tourism Management · doi:10.1016/j.tourman.2023.104748 · Cited by 36
McGurk, D., Sinclair, R. R., Thomas, J. L., Merrill, J. C., Bliese, P. D., & Castro, C. A. (2014) · Military Behavioral Health · doi:10.1080/21635781.2014.963765 · Cited by 33
“Schyns and Schilling (2012) investigated this issue by comparing metaanalytically derived estimates of destructive leadership correlates with those from positive leadership literature and concluded that there was insufficient evidence that destructive leadership had stronger effects than positive…”
BackgroundResultInfluentialTosunoglu, H. (2016) · Pressacademia · doi:10.17261/pressacademia.2016116538 · Cited by 32
“Besides that working with undesirable, incompetent or destructive supervisors could create perception among employees that the organization does not intervene to protect themselves (Schyns & Schilling, 2013).”
BackgroundInfluentialNormalizing mistreatment? Investigating Dark Triad, LMX, and abuse
Lyons, B. D., Moorman, R. H., & Mercado, B. K. (2019) · Leadership & Organization Development Journal · doi:10.1108/lodj-11-2018-0408 · Cited by 34
Park, I., Kim, P. B., Jung, H., Yun, D., & Hai, S. (2020) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2020.102714 · Cited by 36
Identifying Linguistic Markers of CEO Hubris: A Machine Learning Approach
Akstinaitė, V., Garrard, P., & Sadler‐Smith, E. (2021) · British Journal of Management · doi:10.1111/1467-8551.12503 · Cited by 35
Sarwar, A., Zakariya, R., Afshari, L., & Ishaq, E. (2022) · Journal of Hospitality and Tourism Management · doi:10.1016/j.jhtm.2022.03.018 · Cited by 35
Rudolph, C. W., Breevaart, K., & Zacher, H. (2022) · Journal of Occupational Health Psychology · doi:10.1037/ocp0000320 · Cited by 39
Basaad, S., Bajaba, S. M., & Basahal, A. S. (2023) · Cogent Business & Management · doi:10.1080/23311975.2023.2233775 · Cited by 32
The Impact of Constructive and Destructive Leadership on Soldier’s Job Satisfaction
Brandebo, M. F., Österberg, J., & Berglund, A. K. (2018) · Psychological Reports · doi:10.1177/0033294118771542 · Cited by 32
“Schyns and Schilling (2013) propose another definition of destructive leadership that includes the subordinates’ perception of the leader [destructive leadership is] a process in which over a longer period of time the activities, experiences and/or relationships of an individual or the members of a…”
BackgroundInfluentialFløvik, L., Knardahl, S., & Christensen, J. O. (2019) · Frontiers in Psychology · doi:10.3389/fpsyg.2019.02845 · Cited by 50
“…predict employee well-being, health and sick leave (Viswesvaran et al., 1999; Stansfeld and Candy, 2006; Nahrgang et al., 2011; Lang et al., 2012; Schyns and Schilling, 2013; Virtanen et al., 2013; Schmidt et al., 2014; Theorell et al., 2015), as well as the change process and end-result…”
BackgroundNielsen, K. M., & Yarker, J. (2022) · Work & Stress · doi:10.1080/02678373.2022.2145622 · Cited by 31
Shahzad, K., Iqbal, R., Nauman, S., Shahzadi, R., & Luqman, A. (2023) · Project Management Journal · doi:10.1177/87569728221145891 · Cited by 36
“Along with deliberations on the consequences of positive leadership styles, there is a growing interest among researchers to investigate the outcomes of the dark side of leadership (Schyns & Schilling, 2013).”
BackgroundInside the Minds of Narcissists
Hansbrough, T. K., & Jones, G. E. (2014) · Zeitschrift für Psychologie · doi:10.1027/2151-2604/a000188 · Cited by 31
Hauff, S., Krick, A., Klebe, L., & Felfe, J. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.833028 · Cited by 32
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Associations of ambivalent leadership with distress and cortisol secretion
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Influence of school leadership on collective teacher efficacy: a cross-cultural meta-analysis
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“However, the majority of these methods result in a high estimate of the correlation (Schyns & Schilling, 2013).”
BackgroundKoç, O., Bozkurt, S., Taşdemir, D. D., & Günsel, A. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.1047834 · Cited by 32
“org organizational and individual levels (Schmidt, 2008; Glasø and Vie, 2009; Pelletier, 2010; Schyns and Schilling, 2013; Webster et al., 2016; Labrague et al., 2020).”
BackgroundUnderstanding and Mitigating Leadership Fear-Based Behaviors on Employee and Organizational Success
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Chi, N., Chen, Y.-C., Huang, T.-C., & Chen, S.-F. (2018) · Human Performance · doi:10.1080/08959285.2018.1442470 · Cited by 34
“…supervisors might display both constructive and destructive supervisor behaviors toward subordinates (Breevaart, Bakker, Hetland, & Hetland, 2014; Einarsen, Aasland, & Skogstad, 2007; Schyns & Schilling, 2013), it is important to simultaneously examine their effects on employee service performance.”
BackgroundHow destructive leadership influences compulsory organizational citizenship behavior
Wu, M., Peng, Z., & Estay, C. (2018) · Chinese Management Studies · doi:10.1108/cms-10-2017-0298 · Cited by 35
Core self-evaluations, perceived organizational support, and work-related well-being
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Gesundheitsorientierte Führung in der Altenpflege
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Accountability breeds response-ability
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Metadata
- Authors
- Schyns, B., & Schilling, J.
- Affiliations
- Durham University (GB)
- Hochschule Hannover (DE)
- Corresponding author
- Schyns, Birgit
- Venue
- The Leadership Quarterly
- Publisher
- Elsevier BV
- Published
- 2013-02
- Volume
- 24
- Issue
- 1
- Pages
- 138-158
- ISSN
- 1048-9843 (ISSN-L)
- 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
- 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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