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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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Schilbach, M., Baethge, A., & Rigotti, T. (2020) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2020.1739650 · Cited by 35
Autonomy supportive and controlling leadership as antecedents of work design and employee well-being
Sarmah, P., den Broeck, A. V., Schreurs, B. H. J., Proost, K., & Germeys, F. (2021) · BRQ Business Research Quarterly · doi:10.1177/23409444211054508 · Cited by 60
“It is noteworthy that, although other negative forms of leadership such as petty tyranny (Ashforth, 1994) and destructive leadership (Schyns & Schilling, 2013) may also encompass similar leader behavior, such leadership styles differ from controlling leadership because they specify intentions that…”
Mitigating or Magnifying the Harmful Influence of Workplace Aggression: An Integrative Review
Zhong, R., Lian, H., Hershcovis, M. S., & Robinson, S. L. (2022) · Academy of Management Annals · doi:10.5465/annals.2021.0144 · Cited by 34
Kark, R., & Buengeler, C. (2024) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518241257105 · Cited by 48
“Empirical evidence supports the adverse outcomes of such leadership (Krasikova et al., 2013; Pajic et al., 2021; Schyns & Schilling, 2013).”
Making nice or faking nice? Exploring supervisors’ two-faced response to their past abusive behavior
McClean, S. T., Courtright, S. H., Yim, J., & Smith, T. A. (2021) · Personnel Psychology · doi:10.1111/peps.12424 · Cited by 28
Joseph, S., & Shetty, N. (2022) · Asian Journal of Business Ethics · doi:10.1007/s13520-022-00155-0 · Cited by 38
“Schyns and Schilling (2013) opines that turning a blind eye to destructive leadership is also detrimental to an organization.”
BackgroundDark-Side Personality Trait Interactions: Amplifying Negative Predictions of Leadership Performance
Simonet, D. V., Tett, R. P., Foster, J. L., Angelback, A. I., & Bartlett, J. M. (2017) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051817727703 · Cited by 30
“More recent meta-analyses corroborate this finding by showing that a variety of leadership behaviors have strong effects on follower satisfaction (DeRue, Nahrgang, Wellman, & Humphrey, 2011), mental health (Montano, Reeske, Franke, & Hüffmeier, 2016), and well-being (Schyns & Schilling, 2013).”
ResultGraham, K. A., Mawritz, M. B., Dust, S. B., Greenbaum, R. L., & Ziegert, J. C. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.12.003 · Cited by 28
Cohen, A. G., & Özsoy, E. (2021) · International Journal of Workplace Health Management · doi:10.1108/ijwhm-02-2020-0019 · Cited by 29
Supervisor behaviour and its associations with employees’ health in Europe
Montaño, D. (2015) · International Archives of Occupational and Environmental Health · doi:10.1007/s00420-015-1072-8 · Cited by 28
Family, feudalism and selfishness: Looking at Indonesian leadership through a wisdom lens
Oktaviani, F. H., Rooney, D., McKenna, B. J., & Zacher, H. (2015) · Leadership · doi:10.1177/1742715015574319 · Cited by 29
“, 2007), narcissistic leaders (Chatterjee and Hambrick, 2007), assessing the negative effects of bad leaders (Schyns and Schilling, 2013), and explaining dictatorial leadership (Padilla et al.”
BackgroundDavid, E., Shoss, M. K., Johnson, L. U., & Witt, L. A. (2019) · Journal of Research in Personality · doi:10.1016/j.jrp.2019.103885 · Cited by 29
Mindful leadership: Evaluation of a mindfulness-based leader intervention
Lange, S., & Rowold, J. (2019) · Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) · doi:10.1007/s11612-019-00482-0 · Cited by 27
Bad bosses and despotism at workplace: A systematic review of the despotic leadership literature
Khizar, H. M. U., Tareen, A. K., Mohelská, H., Arif, F., Hanaysha, J. R., & Akhtar, U. (2023) · Heliyon · doi:10.1016/j.heliyon.2023.e19535 · Cited by 27
When Dark Leadership Exacerbates the Effects of Restructuring
Otto, K., Thomson, B., & Rigotti, T. (2018) · Journal of Change Management · doi:10.1080/14697017.2018.1446691 · Cited by 30
“…the employees to evaluate their leaders with respect to the occurrence of abusive behaviour using the short version (5 items; Mitchell & Ambrose, 2007) of the 15-item scale by Tepper (2000), which is the most frequently applied instrument to assess destructive leadership (Schyns & Schilling, 2013).”
BackgroundMethodResultInfluentialLopez, Y. P., Dohrn, S., & Posig, M. (2019) · Sport Management Review · doi:10.1016/j.smr.2019.07.001 · Cited by 37
A Review of the Literature of the Followership Since 2008
Martin, R. (2015) · SAGE Open · doi:10.1177/2158244015608421 · Cited by 27
“In addition to the suggestions of Hernandez and colleagues, the studies by Schyns and Schilling (2013) and Thoroughgood et al. (2011) both suggest that continued research works to develop a comprehensive theoretical model of destructive leadership.”
BackgroundLinking leader anti-prototypes and prototypes to gender stereotypes
Powell, G. N., & Butterfield, D. A. (2017) · Gender in Management An International Journal · doi:10.1108/gm-06-2016-0130 · Cited by 27
Understanding veterinary leadership in practice
Pearson, C. E., Butler, A., & Murray, Y. P. (2018) · Veterinary Record · doi:10.1136/vr.104485 · Cited by 27
“36 44 47”
Destructive leadership in organizational research: a bibliometric approach
Scheffler, M., & Brunzel, J. (2020) · Scientometrics · doi:10.1007/s11192-020-03621-3 · Cited by 33
Akhtar, M. W., Garavan, T. N., Syed, F., Huo, C., Javed, M., & O’Brien, F. (2023) · Journal of Service Research · doi:10.1177/10946705231207991 · Cited by 29
“Both Schyns and Schilling (2013) and Mackey et al. (2021) point to the importance of investigating moderated mediation and explaining when despotic leadership impacts FLE deviant work behaviors.”
The broken trust: how exploitative leadership damages employee work passion
Bajaba, S. M., Al-Judibi, Z., Basahal, A. S., & Alsabban, A. (2024) · The Journal of Social Psychology · doi:10.1080/00224545.2024.2311256 · Cited by 33
“Secondly, while most studies have primarily focused on destructive leadership and abusive supervision (Mackey et al., 2021; Schyns & Schilling, 2013), our findings highlight that exploitative leadership behaviors, such as unrealistic work expectations and recognition theft, can also detrimentally…”
Moutousi, O., & May, D. C.-M. (2018) · Journal of Change Management · doi:10.1080/14697017.2018.1446695 · Cited by 26
“In order to focus our contribution, we limit our scope to leaders’ follower-directed influence behaviour (i.e. leadership behaviour), thus excluding leader behaviour that is not explicitly connected to the leader role (cf. Schyns & Schilling, 2013).”
BackgroundCrazy, stupid, disobedience: The dark side of paradoxical leadership
Julmi, C. (2021) · Leadership · doi:10.1177/17427150211040693 · Cited by 25
“As Schyns and Schilling (2013) demonstrate in their meta-analysis, all of the above mentioned concepts encompass both verbal and non-verbal statements.”
BackgroundGerpott, F. H., & Quaquebeke, N. V. (2022) · Journal of Management Studies · doi:10.1111/joms.12855 · Cited by 29
Dark side of leadership and information technology project success: the role of mindfulness
Mubarak, N., Khan, J., Bashir, S., & Safdar, S. (2023) · Journal of Managerial Psychology · doi:10.1108/jmp-04-2022-0182 · Cited by 26
Dextras-Gauthier, J., Gilbert, M., Dima, J., & Adou, L. B. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1237775 · Cited by 51
“Leadership behaviors Based on a categorization widely used in the leadership literature and advocated by several authors (e.g., Avolio and Gardner, 2005; Schyns and Schilling, 2013), we divide leaderships behaviors in two broad categories: positive and negative leadership behaviors.”
MethodPradhan, S., & Jena, L. K. (2016) · Journal of Human Values · doi:10.1177/0971685816650575 · Cited by 26
“Schyns and Schilling (2013) in their meta-analysis, reported positive relationship between abusive supervision and turnover intentions (r = 0.22).”
BackgroundInfluentialCauses and Consequences of Abusive Supervision in Sales Management: A Tale of Two Perspectives
Gabler, C. B., Nagy, K. R., & Hill, R. P. (2014) · Psychology and Marketing · doi:10.1002/mar.20694 · Cited by 26
“Abuse in the workplace has been shown to negatively impact employees in ways ranging from job search to turnover (DeConinck & Johnson, 2009; Palanski, Avey, & Jiraporn, 2013) to counterproductive work behaviors (Schyns & Schilling, 2013).”
BackgroundFelt or Thought: Distinct Mechanisms Underlying Exploitative Leadership and Abusive Supervision
Verdorfer, A. P., Belschak, F. D., & Bobbio, A. (2023) · Journal of Business Ethics · doi:10.1007/s10551-023-05543-5 · Cited by 34
“To disentangle the effects of abusive supervision versus exploitative leadership, we build upon the well-established notion that destructive leadership decreases followers’ satisfaction with their leader (Schyns & Schilling, 2013).”
Palvimo, T., Vauhkonen, A., & Hult, M. (2023) · Journal of Nursing Management · doi:10.1155/2023/4289450 · Cited by 38
Stuber, F., Seifried-Dübon, T., Rieger, M. A., Zipfel, S., Gündel, H., & Junne, F. (2019) · Frontiers in Psychiatry · doi:10.3389/fpsyt.2019.00622 · Cited by 25
“It reduces productivity and has detrimental effects on the health of staff members (8), whereas appreciative leadership behavior leads to a higher work satisfaction (9), higher intention to stay at the present workplace (10), and higher well-being of staff members (11–13) as well as to improvements in leaders’ own wel…”
BackgroundGüntner, A. V., Klasmeier, K. N., Klonek, F. E., & Kauffeld, S. (2021) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518211012408 · Cited by 25
Spagnoli, P., Manuti, A., Buono, C., & Ghislieri, C. (2021) · Behavioral Sciences · doi:10.3390/bs11080112 · Cited by 48
Kaluza, A. J., Junker, N. M., Schuh, S. C., Raesch, P., von Rooy, N. K., & van Dick, R. (2021) · Applied Psychology · doi:10.1111/apps.12359 · Cited by 33
“However, the majority of research has focused on the healthrelated consequences of different leadership behaviors (e.g., Kuoppala et al., 2008; Schyns & Schilling, 2013).”
BackgroundSon, S. Y., & Pak, J. (2023) · Review of Managerial Science · doi:10.1007/s11846-023-00622-3 · Cited by 25
“…(e.g., absenteeism, turnover, lowered effectiveness; Tepper et al. 2006) and on employees (e.g., job tension, emotional exhaustion; Harvey et al. 2007), inquiring into the dark side of leaders is the subject of considerable interest to academics and practitioners alike (Schyns and Schilling 2013).”
InfluentialHaider, S., & Yean, T. F. (2023) · Asian Journal of Business Ethics · doi:10.1007/s13520-023-00170-9 · Cited by 25
“Most studies on destructive leadership have treated this construct as unidimensional, which has limited understanding of which destructive leadership behaviors may trigger employees’ negative attitudes and behaviors (Schilling & Schyns, 2015; Schyns & Schilling, 2013).”
BackgroundThe Causes and Consequences of Bad Leadership
Schilling, J., & Schyns, B. (2014) · Zeitschrift für Psychologie · doi:10.1027/2151-2604/a000185 · Cited by 25
Self-citationToxic Leadership and Workplace Bullying: The Role of Followers and Possible Coping Strategies
Kurtulmuş, B. E. (2020) · Springer eBooks · doi:10.1007/978-3-030-02470-3_24-1 · Cited by 25
The Importance of Communication for Organisational Effectiveness
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“Employees should certainly be aware of the goals that the leader is trying to achieve, although unfortunately this is not always the case (Schyns and Schilling, 2013).”
BackgroundHoffman, E. P., & Sergio, R. P. (2020) · Journal of Eastern European and Central Asian Research (JEECAR) · doi:10.15549/jeecar.v7i1.360 · Cited by 24
“Therefore, leaders’ misuse of power can adversely affect followers’ job satisfaction, commitment, and morale (Inyang, 2013; Schyns & Schilling, 2013).”
BackgroundInfluentialPassive avoidant leadership and safety non-compliance: A 30 days diary study among naval cadets
Olsen, O. K., Hetland, J., Matthiesen, S. B., Hoprekstad, Ø. L., Espevik, R., & Bakker, A. B. (2020) · Safety Science · doi:10.1016/j.ssci.2020.105100 · Cited by 26
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When subordinates do not follow: A typology of subordinate resistance as perceived by leaders
van der Velde, A., & Gerpott, F. H. (2023) · The Leadership Quarterly · doi:10.1016/j.leaqua.2023.101687 · Cited by 29
“Similarly, teams could pro fi t from a subordinate who resists an unethical or abusive leader because this subordinate may demonstrate alternative behavioral options to other team members that the latter could employ instead of becoming depressed or suffering personally (Schyns & Schilling, 2013).”
BackgroundÇakıroğlu, O. Ç., & Unver, G. T. (2023) · Journal of Health Organization and Management · doi:10.1108/jhom-10-2022-0291 · Cited by 25
Abusive Supervision, Employee Well-Being and Ill-Being: The Moderating Role of Core Self-Evaluations
O’Donoghue, A., Conway, E., & Bosak, J. (2016) · Emerald Group Publishing Limited eBooks · doi:10.1108/s1746-979120160000012001 · Cited by 30
“The focus on the relationship between constructive forms of leadership and employee outcomes has dominated research to date (Schyns & Schilling, 2013).”
BackgroundInfluentialUnethical leadership and crimes of obedience: A moral awareness perspective
Javaid, M. F., Raoof, R., Farooq, M., & Arshad, M. (2020) · Global Business and Organizational Excellence · doi:10.1002/joe.22011 · Cited by 26
Managerial Practices to Reduce Psychosocial Risk Exposure: A Competency‐Based Approach
St‐Hilaire, F., Gilbert, M., & Lefebvre, R. (2018) · Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration · doi:10.1002/cjas.1506 · Cited by 31
Weltermann, B., Kersting, C., Pieper, C., Seifried-Dübon, T., Dreher, A., Linden, K., Rind, E., Ose, C., Jöckel, K., Junne, F., et al. (2020) · Trials · doi:10.1186/s13063-020-04427-7 · Cited by 26
Forgiveness and attribution: when abusive supervision enhances performance
Yang, J., Liu, Y., Stackhouse, M. R. D., & Wang, W. (2020) · Journal of Managerial Psychology · doi:10.1108/jmp-04-2019-0239 · Cited by 23
Klebe, L., Klug, K., & Felfe, J. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.816258 · Cited by 23
Qi, L., Chaudhry, N. I., Yao, K., Mirza, F., & Khalid, R. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.1005055 · Cited by 23
How to Neutralize Primary Psychopathic Leaders’ Damaging Impact: Rules, Sanctions, and Transparency
Laurijssen, L. M., Wisse, B. M., Sanders, S., & Sleebos, E. (2023) · Journal of Business Ethics · doi:10.1007/s10551-022-05303-x · Cited by 27
“…of their supervisor, with consequences ranging from increased levels of depression, emotional exhaustion and anxiety, lower job satisfaction and organizational commitment, to insomnia, problem drinking, and reduced satisfaction with life (e.g., Schyns & Schilling, 2013; Tepper et al., 2017).”
Ufua, D. E., Salau, O. P., Ikpefan, O. A., Dirisu, J., & Okoh, E. E. (2020) · Heliyon · doi:10.1016/j.heliyon.2020.e04270 · Cited by 23
“It provided the means to address the challenging effects of blunt leadership practices that lack the required flexibilities, as observed by Schyns and Schilling (2013).”
BackgroundNerdinger, F. W. (2018) · Springer-Lehrbuch · doi:10.1007/978-3-662-56666-4_7 · Cited by 23
In the Service of the Prince: A Meta‐Analytic Review of Machiavellian Leadership
Marbut, A. R., Harms, P. D., & Credé, M. (2025) · Journal of Organizational Behavior · doi:10.1002/job.2877 · Cited by 26
Leaders’ Gender, Perceived Abusive Supervision and Health
Stempel, C. R., & Rigotti, T. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.02427 · Cited by 22
“, 2010; Mullen and Kelloway, 2011), particularly concerning destructive leadership behaviors, such as abusive supervision (Nyberg et al., 2011; Martinko et al., 2013; Schyns and Schilling, 2013).”
BackgroundInfluentialRaes, A., de Jong, S. B., & Bruch, H. (2021) · Long Range Planning · doi:10.1016/j.lrp.2021.102157 · Cited by 24
Carrot and Stick Approach: The Exploitative Leadership and Absenteeism in Education Sector
Akhtar, M. W., Huo, C., Syed, F., Safdar, M. A., Rasool, A., Husnain, M., Awais, M., & Sajjad, M. S. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.890064 · Cited by 24
Erschens, R. S., Seifried-Dübon, T., Stuber, F., Rieger, M. A., Zipfel, S., Nikendei, C., Genrich, M., Angerer, P., Maatouk, I., Gündel, H., et al. (2022) · PLoS ONE · doi:10.1371/journal.pone.0278597 · Cited by 38
“Further support is given by Schyns and Schilling [25] (p. 138) when they sum up the research result for so-called “bad leaders” (cf.” PLOS ONE | https://doi.org/10.1371/journal.pone.0278597 December 13, 2022 3 / 20 How bad are the effects of bad leaders?”
BackgroundResultInfluentialAbsence Makes the Errors Go Longer
Yan, Q., Bligh, M. C., & Kohles, J. C. (2014) · Zeitschrift für Psychologie · doi:10.1027/2151-2604/a000190 · Cited by 29
Gesundheitsförderliche Führung diagnostizieren und umsetzen
Elprana, G., Felfe, J., & Franke, F. (2016) · Springer eBooks · doi:10.1007/978-3-642-55080-5_17 · Cited by 22
Çoğaltay, N., & Karadağ, E. (2016) · Educational Sciences Theory & Practice · doi:10.12738/estp.2016.2.2519 · Cited by 23
“Similar studies can be found in the literature (Scheerens, 2012; Schyns & Schillng, 2013).”
ResultLee, J., Wang, G. A., & Piccolo, R. F. (2018) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051818757692 · Cited by 29
“…Grant, 2012; Judge & Piccolo, 2004; Wang, Oh, Courtright, & Colbert, 2011), whereas negative leadership styles are associated with unfavorable outcomes (e.g., decreased safety behaviors, creativity, and task performance; Resick, Whitman, Weingarden, & Hiller, 2009; Schyns & Schilling, 2013).”
Ströbl, A., Niedermair, J., Matzler, K., & Mussner, T. (2018) · International Journal of Innovation Management · doi:10.1142/s1363919619500452 · Cited by 22
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Consequences of abusive supervision on Indian service sector professionals: a PLS-SEM-based approach
Srivastava, S., Pradhan, S., Singh, L. B., & Madan, P. (2022) · International Journal of Conflict Management · doi:10.1108/ijcma-07-2021-0112 · Cited by 21
Ahmad, R., Nauman, S., & Malik, S. Z. (2022) · Journal of Construction Engineering and Management · doi:10.1061/(asce)co.1943-7862.0002290 · Cited by 21
A Multiple Pathway Model Linking Charismatic Leadership Attempts and Abusive Supervision
Pundt, A. (2014) · Zeitschrift für Psychologie · doi:10.1027/2151-2604/a000186 · Cited by 22
The effects of leaders’ behaviors on employees’ resilience
Salehzadeh, R. (2019) · International Journal of Workplace Health Management · doi:10.1108/ijwhm-02-2019-0016 · Cited by 21
Beyond Mistreatment at the Relationship Level: Abusive Supervision and Illegitimate Tasks
Stein, M., Vincent‐Höper, S., Schümann, M., & Gregersen, S. (2020) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph17082722 · Cited by 21
“Abusive supervision is the concept that has been most frequently discussed in studies investigating destructive forms of leadership within an organization [7].”
BackgroundAntecedents of Health-Promoting Leadership and Workload as Moderator
Turgut, S., Schlachter, S., Michel, A., & Sonntag, K. (2019) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051819848988 · Cited by 27
“In contrast, negative, disloyal, and unreliable leaders dishearten employees and affect their mental health negatively (Montano et al., 2017; Schyns & Schilling, 2013; Tepper, 2007).”
BackgroundRyan, P., Odhiambo, G. O., & Wilson, R. (2019) · International Journal of Leadership in Education · doi:10.1080/13603124.2019.1640892 · Cited by 24
Bellou, V., & Dimou, M. (2021) · International Journal of Public Administration · doi:10.1080/01900692.2020.1868509 · Cited by 21
Zaman, U., Damij, N., Khaliq, A., Nawaz, M. S., & Pradana, M. (2022) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-11-2021-0294 · Cited by 20
Understanding Perpetrator Reactions to Bystander Intervention in Interpersonal Workplace Aggression
Vranješ, I., Lyubykh, Z., Hershcovis, M. S., & Caza, B. B. (2023) · Academy of Management Review · doi:10.5465/amr.2020.0396 · Cited by 20
Ahmed, I., & Makhbul, Z. K. M. (2024) · Journal of Knowledge Management · doi:10.1108/jkm-06-2022-0469 · Cited by 20
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“Similarly, a number of empirical studies have confirmed the positive relationship between abusive supervision and the turnover intentions of subordinates [32] Therefore, we hypothesize”
Toxic Leadership and Turnover Intentions: The Role of Burnout Syndrome
Moreira, A., & Nunes, A. (2024) · Administrative Sciences · doi:10.3390/admsci14120340 · Cited by 19
Lundqvist, C., Camps, J., Vertommen, T., Barker‐Ruchti, N., & Kolbeinsson, Ö. (2025) · International Review of Sport and Exercise Psychology · doi:10.1080/1750984x.2025.2457038 · Cited by 24
“…unethical behavior, are increasingly documented in high-performance settings such as business, politics, the military, and sports (Carleton et al., 2016; Cruickshank & Collins, 2016; Krasi-kova et al., 2013; Padilla et al., 2007; Schyns & Schilling, 2013; Serpell et al., 2021; Tepper et al., 2017).”
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“At such workplaces where petty tyranny exists, employees will have less autonomy and less control so the employees can experience work alienation (Schyns and Schilling 2013) because it is very obvious to have work alienation when employees need of power, responsibility and autonomy is not gratified.”
BackgroundInfluentialLehmann, J., Schwarz, E., Azad, Z. R., Gritzka, S., Seifried-Dübon, T., Diebig, M., Gast, M., Kilian, R., Nater, U. M., Jarczok, M. N., et al. (2021) · BMC Public Health · doi:10.1186/s12889-021-10398-4 · Cited by 19
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Retheorising distributed leadership through epistemic injustice
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“For example, school leaders can give unwanted tasks to compliant teachers or form their inner circles through favouritism (Harris et al., 2013; Lumby, 2013; Schyns and Schilling, 2013; Torrance, 2013).”
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Sertel, G., Karadağ, E., & Ergin-Kocaturk, H. (2022) · International Journal of Cross Cultural Management · doi:10.1177/14705958221076404 · Cited by 19
“However, in cases where correlations were dependent, in order to avoid high correlation estimates, the dependent correlations were averaged and included in the analysis (Schyns and Schilling, 2013).”
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“However, when relationships are seen instrumentally as a way of improving productivity and interactions are transactional, low levels of trust, affect, loyalty and respect often occur (Dansereau et al., 1973; Martin et al., 2016; Schyns and Schilling, 2013).”
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“At a more extreme stage, some employees may suffer from physical violence (Schyns & Schilling, 2013) and even end up leaving the organization, as explained by Arshad and Puteh (2015), who determined that frustrated and unhappy employees are more likely to leave than satisfied employees.”
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“Despotic leadership has been studied in relation to various constructs, such as psychological distress, work-family conflict, emotional exhaustion, turnover intentions, lower organizational performance, decreased commitment, and job dissatisfaction (Schyns & Schilling, 2013; Tepper, 2000).”
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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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