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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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Research works printed but not linked: 2
- *Einarsen, 2002, Destructive leadership: A behavioural model, Forskningved Institutt for samfunnspsykologi, 2002, 55
- *Harvey, 2006, Lowered trust in management as a mediating state between abusive supervision, work attitudes and intention to leave, ASBBSE E-Journal, 2
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Liu, L., Wan, Z., Lin, Y., & Wang, X. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.825154 · Cited by 17
“Existing research indicates that self-serving leadership has many adverse consequences for teams and their members (Schyns and Schilling, 2013).”
BackgroundRafiq, N., Sarwar, A., & Rasheed, M. (2022) · Kybernetes · doi:10.1108/k-05-2022-0717 · Cited by 20
A wolf in sheep's clothing: The perils of exploitative leadership
Majeed, M., Fatima, T., & Irshad, M. (2023) · European Journal of Social Psychology · doi:10.1002/ejsp.2970 · Cited by 20
Dahlan, M., Omar, R., & Kamarudin, S. (2024) · International Journal of Organizational Leadership · doi:10.33844/ijol.2024.60400 · Cited by 17
“…behaviours deplete these resources, leading to heightened stress, emotional exhaustion, and a decline in trust, consequently diminishing employee satisfaction, engagement, and loyalty, which ultimately leads to the lower level of performance (Saleem et al., 2021; Schyns & Schilling 2013).”
BackgroundLeadership and Job Satisfaction: Implications for Leaders of Accountants
Sun, Y., Gergen, E., Avila, M., & Green, M. (2016) · American Journal of Industrial and Business Management · doi:10.4236/ajibm.2016.63024 · Cited by 25
“22 2013 Abusive Supervision (Schy) [8] 10 2724 −0.”
Abusive Supervision from an Integrated Self‐Control Perspective
Pundt, A., & Schwarzbeck, K. (2017) · Applied Psychology · doi:10.1111/apps.12125 · Cited by 17
“…of abusive supervision underlining the relevance of the concept (Mackey, Frieder, Brees, & Martinko, 2017; Martinko, Harvey, Brees, & Mackey, 2013; Schyns & Schilling, 2013), its antecedents have been addressed rather * Address for correspondence: Professor Dr Alexander Pundt, MSB Medical School…”
BackgroundLinking attachment theory to abusive supervision
Robertson, J. L., Dionisi, A. M., & Barling, J. I. (2018) · Journal of Managerial Psychology · doi:10.1108/jmp-11-2017-0399 · Cited by 20
“…abusive supervision predicts stress, psychological and physical health problems (e.g. Schyns and Schilling, 2013; Tepper, 2000), increased turnover intentions (e.g. Harvey et al., 2007), burnout (e.g. Yagil, 2006) and negative job-related attitudes (e.g. Schyns and Schilling, 2013) among followers.”
BackgroundMcCallaghan, S., Jackson, L. T. B., & Heyns, M. M. (2019) · Journal of Psychology in Africa · doi:10.1080/14330237.2019.1695078 · Cited by 17
“While a positive association exists between workplace diversity and effective leadership, a destructive leadership style might wash out the effects of a diversity climate (Schyns & Schilling, 2013) .”
BackgroundCorporate Governance and Leadership
Cikaliuk, M., Eraković, L., Jackson, B., Noonan, C., & Watson, S. (2020) · Cambridge University Press eBooks · doi:10.1017/9781108895385 · Cited by 18
Zineldin, M. (2017) · Journal of Workplace Behavioral Health · doi:10.1080/15555240.2016.1273782 · Cited by 17
“…styles and emotions on work organization performance and overall psychological health is recognized in several studies (Ashkanasy, 2004; Krasikova, Green, & LeBreton, 2013; Ramachandran, Jordan, Troth, & Lawrence, 2011; Schyns & Schilling, 2013; Zineldin & Amsteus, 2014; Zineldin & Hytter, 2012).”
BackgroundRaza, S., Azeem, M., Humayon, A. A., & Ansari, N. U. A. (2017) · Sarhad Journal of Management Sciences · doi:10.31529/sjms.2017.3.2.7 · Cited by 17
“Our last hypothesis also has support among the relationships (Pradhan & Jena, 2017; Schyns & Schilling, 2013; Tepper, 2007).”
ResultTriggered Abuse: How and Why Leaders with Narcissistic Rivalry React to Follower Deviance
Gauglitz, I. K., & Schyns, B. (2024) · Journal of Business Ethics · doi:10.1007/s10551-023-05579-7 · Cited by 18
“For instance, they should be made aware of the negative consequences of abusive supervision (e.g., stress and unproductivity; Schyns & Schilling, 2013) and that unhealthy and unproductive followers might reflect badly on them.”
Self-citationWalker, J. (2025) · Healthcare · doi:10.3390/healthcare13233084 · Cited by 25
“…and provide definitions, examples, anti-bullying sanctions, anti-retaliation policies, and provisions that are strong, and which administrative and legislative enforcement policies contain (transparent reporting systems, independent hotlines, ombudspersons, and trained investigators) [18–20].”
Impact of Workplace Bullying on Employees’ Mental Health and Self-Worth
Suggala, S., Thomas, S., & Kureshi, S. (2019) · Springer eBooks · doi:10.1007/978-3-030-02470-3_30-1 · Cited by 16
The Value of Autoethnography in Leadership Studies, and its Pitfalls
Deckers, J. (2020) · Philosophy of Management · doi:10.1007/s40926-020-00146-w · Cited by 18
Frömmer, D., Hollnagel, G., Franke-Bartholdt, L., Strobel, A., & Wegge, J. (2021) · German Journal of Human Resource Management Zeitschrift für Personalforschung · doi:10.1177/2397002220984440 · Cited by 20
“Studies that directly contrast moral and immoral leadership are needed to gain a more comprehensive picture (Schyns and Schilling, 2013).”
BackgroundCosta, G. G., Aleksić, D., & Bortoluzzi, G. (2021) · European Journal of Innovation Management · doi:10.1108/ejim-12-2020-0488 · Cited by 16
Tordera, N., García, D. M., & Martinolli, G. (2020) · Revista Psicologia Organizações e Trabalho · doi:10.17652/rpot/2020.4.13 · Cited by 16
Distinguishing the Explicit Power Motives
Schattke, K. P., & Marion-Jetten, A. S. (2021) · Zeitschrift für Psychologie · doi:10.1027/2151-2604/a000481 · Cited by 35
Antigone: On Phronesis and How to Make Good and Timely Leadership Decisions
Contu, A. (2022) · Academy of Management Review · doi:10.5465/amr.2021.0022 · Cited by 16
Leader Inconsistency, Subjective Ambivalence, and Follower Outcomes
Suurd Ralph, C., & Barling, J. (2023) · Journal of Business and Psychology · doi:10.1007/s10869-022-09852-w · Cited by 16
Becker, L., Ertz, E., & Büttgen, M. (2022) · Human Resource Management · doi:10.1002/hrm.22152 · Cited by 19
The Hazards of Great Leadership
Beggan, J. K., Allison, S. T., & Goethals, G. R. (2023) · Cambridge University Press eBooks · doi:10.1017/9781009398589 · Cited by 16
Durrah, O., Alkhalaf, T., & Sharbatji, O. (2023) · The Journal of Social Psychology · doi:10.1080/00224545.2023.2272034 · Cited by 16
“On the other hand, a retaliatory reaction and counter behavior may be formed from the workers on the behavioral practices of the toxic leader (Mackey et al., 2017; Schyns & Schilling, 2013).”
InfluentialWorkplace hurdles and innovative behavior: A meta-analysis
Ng, T. W. H. (2024) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2024.103968 · Cited by 21
Occupational Stress and Burnout
Jacobs, C. M. (2024) · IntechOpen eBooks · doi:10.5772/intechopen.1003104 · Cited by 16
Facing the Dark Side: How Leadership Destroys Organisational Innovation
Henriques, P. L., Curado, C., Jerónimo, H. M., & Martins, J. (2019) · Journal of technology management & innovation · doi:10.4067/s0718-27242019000100018 · Cited by 16
Brandebo, M. F. (2020) · International journal of organizational analysis · doi:10.1108/ijoa-11-2019-1924 · Cited by 21
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“…2005), research examining supervisor behaviors in relation to subordinate CWB often operates on the assumption that employees react with CWB after supervisors treat them poorly (e.g., Bruk-Lee & Spector, 2006; Mitchell & Ambrose, 2007; Schyns & Schilling, 2013; Tepper, 2000; Tepper et al., 2008).”
BackgroundDysfunctional leadership: investigating employee experiences with dysfunctional leaders
Abalkhail, J. M. (2022) · Career Development International · doi:10.1108/cdi-04-2021-0109 · Cited by 21
The Mediating Role of Burnout Syndrome in Toxic Leadership and Job Satisfaction in Organizations
Budak, O., & Erdal, N. (2022) · South East European Journal of Economics and Business · doi:10.2478/jeb-2022-0011 · Cited by 16
“In terms of these characteristics, the effect of toxic leadership behaviors have been mostly investigated on JS (Schyns and Schilling 2013; Tepper 2000; Tepper et al. 2004).”
BackgroundBalwant, P. T. (2015) · International Journal of Leadership in Education · doi:10.1080/13603124.2015.1112432 · Cited by 16
“Specifically, the interview findings indicate that destructive instructor leadership is associated with leadership in the process of goal achievement, both manifestations of destructive leadership, volition and sustained actions (Krasikova et al., 2013; Schyns & Schilling, 2013).”
BackgroundInfluentialHow to Mitigate Destructive Leadership
Schyns, B., Gauglitz, I. K., Wisse, B. M., & Schütz, A. (2022) · Oxford University Press eBooks · doi:10.1093/oso/9780197552759.003.0013 · Cited by 15
Self-citationSarwar, U., Hassan, S. A., Khassawneh, O., Mohammad, T., & Parveen, R. (2023) · Heliyon · doi:10.1016/j.heliyon.2023.e14611 · Cited by 15
“Self-serving leader behaviour has been investigated with negative work-related behaviours like knowledge hiding, supervisordirected deviance, deviant work behaviours, organizational deviance, and interpersonal deviance [12,15,16,44].”
BackgroundAlexander, K. C., Mackey, J. D., Maher, L. P., McAllister, C. P., & Ellen, B. P. (2024) · International Business Review · doi:10.1016/j.ibusrev.2024.102254 · Cited by 28
Liu, Y., Meng, L. M., Wang, H., & Chen, Y. (2024) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2024.103870 · Cited by 17
Nursing leadership in Ireland: experiences and obstacles
de Vries, J., & Curtis, E. (2018) · Leadership in health services · doi:10.1108/lhs-11-2017-0068 · Cited by 15
Li, H., Waqas, M., Tariq, H., Abena, A. A. N., Akwasi, O. C., & Ashraf, S. F. (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.503153 · Cited by 15
“It is a prevalent form of mistreatment that has received growing interest in research (Schyns and Schilling, 2013; Zhang and Bednall, 2016), which reported that abusive supervisors are toxic for subordinates and also cause negative externalities for the organization in the form of behavioral consequences, one of which…”
BackgroundKhan, H. S. U. D., Ma, Z., Siddiqui, S. H., & Khan, M. A. S. (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.02141 · Cited by 15
Bland, A. M., & Swords, B. A. (2021) · Journal of Humanistic Psychology · doi:10.1177/00221678211010650 · Cited by 15
Kiyani, A. S., Atasever, M., & Rizvi, T. H. (2021) · NICE Research Journal · doi:10.51239/nrjss.v14i1.262 · Cited by 15
Impact of Workplace Bullying on Employees’ Mental Health and Self-Worth
Suggala, S., Thomas, S., & Kureshi, S. (2021) · Springer eBooks · doi:10.1007/978-3-030-30025-8_30 · Cited by 15
Priesemuth, M., Schminke, M. J., Bigelow, B. A., & Mitchell, M. S. (2022) · Human Performance · doi:10.1080/08959285.2021.2023875 · Cited by 15
“Research has consistently shown that abusive supervision generates deviant employee behaviors (Martinko et al., 2013; Schyns & Schilling, 2013) and multiple theoretical perspectives have been used to explain this effect.”
BackgroundThe Effect of Self-efficacy on Student Achievement
Çıkrıkçı, Ö. (2017) · Springer eBooks · doi:10.1007/978-3-319-56083-0_6 · Cited by 22
Franke-Bartholdt, L., Frömmer, D., Wegge, J., & Strobel, A. (2018) · Zeitschrift für Arbeits- und Organisationspsychologie A&O · doi:10.1026/0932-4089/a000268 · Cited by 15
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Editorial: Fifty Shades of Grey: Exploring the Dark Sides of Leadership and Followership
Braun, S. H., Kark, R., & Wisse, B. M. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.01877 · Cited by 15
“Studies of the dark side of leadership follow a long-standing tradition (Conger, 1990), and initially focusedmainly on negative leader traits such as narcissism (Braun, 2017) and leader behaviors such as abusive supervision (Hogan and Kaiser, 2005; Tepper, 2007; Schyns and Schilling, 2013; Tepper et al., 2017).”
BackgroundResultInfluentialCárdenas, D., Reid, B., Zhou, H., & Reynolds, K. J. (2024) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12513 · Cited by 16
Navigating Leadership Dynamics
Awashreh, R. A. (2024) · Advances in educational marketing, administration, and leadership book series · doi:10.4018/979-8-3693-3534-5.ch010 · Cited by 14
Miao, L., Ahmed, A. A., Syed, O. R., Khalid, N., & Muñoz, J. E. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.947258 · Cited by 18
“org exert influence but also shape the working lives of employees in many aspects (Schyns and Schilling, 2013).”
BackgroundElbers, A., Kolominski, S., & Aledo, P. S. B. (2023) · Administrative Sciences · doi:10.3390/admsci13040096 · Cited by 20
“As aforesaid, the Dark Triad traits have been described as antecedents of destructive leadership, which in turn is related to employees’ well-being, negative affectivity, and stress (Schyns and Schilling 2013).”
BackgroundExamining toxic leadership, pay satisfaction and LMX among nurses: evidence from Ghana
Dartey‐Baah, K., Quartey, S. H., & Asante, K. G. (2023) · Industrial and Commercial Training · doi:10.1108/ict-07-2022-0050 · Cited by 18
How leaders exploited the frontline hospitality employees through distress and service sabotage?
Akram, Z., Chaudhary, S., Akram, U., & Han, H. (2024) · Journal of Travel & Tourism Marketing · doi:10.1080/10548408.2024.2309182 · Cited by 14
“A plethora of research shows that the employees who experience abusive or manipulative leadership are likelier to engage in negative workplace behaviors, such as service sabo-tage (J. Park & Kim, 2019; Schyns & Schilling, 2013; Syed et al., 2020).”
BackgroundToxic Leadership in Workplaces: Insights from Bibliometric, Thematic Analysis, and TCM Framework
Gupta, A. K., & Chawla, S. (2024) · International Journal of Organizational Leadership · doi:10.33844/ijol.2024.60405 · Cited by 15
Mehmood, K., Ullah, U., Usman, M., Abbas, A., & Han, S. (2024) · BMC Psychology · doi:10.1186/s40359-024-02242-2 · Cited by 23
“As one of the first studies to investigate despotic leadership in the context of the hospitality industry, we also respond to the growing demand from scholars for more research on destructive leadership in this field [6, 10, 75, 76].”
Das TIMP-Inventar – Ein Beitrag zur ökonomischen Erfassung von Kern-Faktoren salutogener Führung
Eberz, S., & Antoni, C. H. (2017) · Gruppe Interaktion Organisation Zeitschrift für Angewandte Organisationspsychologie (GIO) · doi:10.1007/s11612-017-0384-4 · Cited by 14
Modeling the determinants of turnover intentions: a Bayesian approach
Nandialath, A. M., David, E., Das, D., & Mohan, R. (2018) · Evidence-based HRM a Global Forum for Empirical Scholarship · doi:10.1108/ebhrm-10-2016-0025 · Cited by 17
Abusive Supervision: Manifestations, Antecedents, and Consequences
Балабанова, Е. С., Borovik, M. E., Russia, N., & Deminskaya, V. E. (2018) · Russian Management Journal · doi:10.21638/spbu18.2018.301 · Cited by 14
Effect of abusive supervision on subordinates’ discretionary behaviors
Samreen, F., Rashid, M. A., & Hussain, G. (2019) · Journal of Management & Organization · doi:10.1017/jmo.2019.57 · Cited by 14
“Schyns and Schilling (2013) noted that scholars have shown a keen interest in the subject because of its pervasiveness and damaging effects, which are likely due to the direct daily interaction between a supervisor and subordinate, the frequency of which makes supervisors more prone to being…”
BackgroundMackey, J. D. (2021) · Journal of Business Research · doi:10.1016/j.jbusres.2021.03.002 · Cited by 14
Nguyen, I., Goh, E., & Murillo, D. (2021) · Journal of Hospitality & Tourism Education · doi:10.1080/10963758.2021.1963755 · Cited by 14
“This might be due to the belief that having more experience or longevity in the workplace gives people the feeling of being superior and thus mistreat fellow colleagues (Schyns & Schilling, 2013).”
BackgroundOrunbon, N. O., Lawal, R. O., Isaac-Philips, M. M., & (PhD), S. R. I. (2022) · JOURNAL OF EDUCATIONAL SCIENCES · doi:10.31258/jes.6.1.p.66-78 · Cited by 14
“Commitment to an organisation that enables harmful leadership should, in theory, be low, because followers may believe the organisation is failing to safeguard them (Burris, Detert, & Chiaburu, 2008; Schyns & Schilling, 2013).”
BackgroundSantoso, M. B., & Raharjo, S. T. (2022) · Share Social Work Journal · doi:10.24198/share.v11i2.37076 · Cited by 14
The relationship between ambivalence towards supervisor's behavior and employee’s mental health
Herr, R. M., Birmingham, W. C., van Harreveld, F., Vianen, A. E. M. V., Fischer, J. E., & Bosch, J. A. (2022) · Scientific Reports · doi:10.1038/s41598-022-13533-2 · Cited by 16
Reflections: Insomnia? Try Counting Leadership Theories
Higgs, M. J. (2022) · Journal of Change Management · doi:10.1080/14697017.2022.2139246 · Cited by 14
“Going beyond this review there is a growing interest in what may be referred to as ‘dark leadership’ (Dinh et al., 2014; Schyns & Schilling, 2013).”
BackgroundInfluentialLiu, L., Wan, Z., & Wang, L. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.1069022 · Cited by 20
“Existing research reported that self-serving leadership has a series of detrimental effects on employees and teams (Schyns and Schilling, 2013), such as causing psychological harm and negative moods in subordinates (Camps et al.”
BackgroundAhsan, M. J., & Khalid, M. H. (2023) · Advances in hospitality, tourism and the services industry (AHTSI) book series · doi:10.4018/978-1-6684-6713-8.ch004 · Cited by 14
Dark Sides of Organizational Behavior and Leadership
Brandebo, M. F., & Alvinius, A. (2019) · IntechOpen eBooks · doi:10.5772/intechopen.71976 · Cited by 14
Work alienation through the dialectical lens
Liu, J., Carminati, L., & Wilderom, C. P. M. (2025) · Applied Psychology · doi:10.1111/apps.12600 · Cited by 13
Αναστασίου, Σ. (2025) · Administrative Sciences · doi:10.3390/admsci15080312 · Cited by 13
Başar, U. (2020) · Journal of Business Research - Turk · doi:10.20491/isarder.2020.983 · Cited by 19
“…large amount of research has been conducted to identify leader behaviors that negatively affect subordinates, and various leadership approaches have been developed to explain the dark side of leadership (Bligh, Kohles, Pearce, Justin, & Stovall, 2007; Schyns & Schilling, 2013; Başar et al., 2016).”
BackgroundQualitative Study on the Toxic Triangle Integration of Leadership Ostracism
Chen, Z., & Mei, S. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.655216 · Cited by 13
“Another stream of study on the perpetrators explores the intention of supervisors to ostracize and leadership styles under contextual stress (Schyns and Schilling, 2013; Quade et al., 2018).”
BackgroundTrépanier, S., Peterson, C., Fernet, C., & Austin, S. (2023) · Scandinavian Journal of Psychology · doi:10.1111/sjop.12982 · Cited by 13
Palmer, J. C., Mackey, J. D., McAllister, C. P., Alexander, K. C., Phillipich, M. A., Mercer, I. S., & Ellen, B. P. (2024) · Group & Organization Management · doi:10.1177/10596011241232559 · Cited by 19
“…destructive leadership reviews (i.e., Fischer et al., 2021; Krasikova et al., 2013; Martinko et al., 2013; Tepper, 2007; Tepper et al., 2017) and meta-analyses (i.e., Mackey et al., 2017, 2021; Park et al., 2019; Schyns & Schilling, 2013; Zhang & Liao, 2015) to locate additional primary studies.”
InfluentialZhang, Z., & Min, M. (2024) · International Journal of Operations & Production Management · doi:10.1108/ijopm-01-2023-0018 · Cited by 16
Disguised Repression: Targeting Opponents with Nonpolitical Crimes to Undermine Dissent
Pan, J., Xu, X., & Xu, Y. (2024) · The Journal of Politics · doi:10.1086/734267 · Cited by 12
Does public sector performance information impact stakeholders? Evidence from a meta‐analysis
Meng, X., & Li, C. (2025) · Public Administration Review · doi:10.1111/puar.13924 · Cited by 13
“Grouping multiple original variables into width-band categories is a common practice in meta-analyses both in PA (e.g., George et al., 2021) and beyond (e.g., Schyns & Schilling, 2013).”
Fire with smoke: Exploitative leadership, anxiety, and service sabotage in the hotel industry
Akhtar, M. W., Karatepe, O. M., Syed, F., Usman, M., & Aslam, M. K. (2025) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2025.104097 · Cited by 13
Karadağ, E., & Sertel, G. (2025) · Educational Management Administration & Leadership · doi:10.1177/17411432251327645 · Cited by 30
“Although various methods exist for correcting average correlations, they frequently overestimate them (Schyns and Schilling, 2013).”
An exploratory and descriptive study of destructive leadership in U.S. higher education
Klaus, K., & Steele, S. L. (2020) · International Journal of Leadership in Education · doi:10.1080/13603124.2020.1795272 · Cited by 13
“…behaviors systematically and repeatedly over long periods, as an otherwise good leader is capable of making poor decisions or having a ‘bad day’ at work on occasion (Einarsen et al., 2007; Fors Brandebo et al., 2016; Krasikova et al., 2013; Kusy & Holloway, 2009; Schyns & Schilling, 2013).”
BackgroundEkmekci, Ö. T., Camgöz, S. M., Güney, S., & Öktem, M. K. (2021) · International Journal of Organizational Leadership · doi:10.33844/ijol.2021.60595 · Cited by 13
“Moreover, employees working with unwanted, ineffectual, or disparaging supervisors might feel that the leaders may not protect them if needed (Schyns & Schilling, 2013).”
BackgroundLiang, L. H., Nishioka, M., Evans, R., Brown, D. J., Shen, W., & Lian, H. (2021) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518211066074 · Cited by 22
“For interpersonal mistreatment, several terms were taken from Schyns and Schilling (2013) and Bowling and Beehr (2006).”
BackgroundMethodInfluentialHu, X., Dong, M., Li, Y., & Wang, M. (2022) · Current Psychology · doi:10.1007/s12144-022-03491-3 · Cited by 13
Jabeen, R., & Rahim, N. (2020) · Review of Economics and Development Studies · doi:10.47067/reads.v6i2.205 · Cited by 13
“…either despotic leaders effect psychological capital of their followers (hope, optimism, resilience and efficacy) through their unethical and corrupt behaviors as negative behaviors have stronger effects on persons as compared to positive events in social interactions (Schyns & Schilling, 2013).”
BackgroundA bibliometric review of abusive supervision
Liu, C., Zhu, L., Yuan, Y., Chen, X., & Liu, J. (2025) · Human Resource Management Review · doi:10.1016/j.hrmr.2025.101091 · Cited by 18
How Superiors Support Employees to Manage Emotional Demands: A Qualitative Study
Andersen, L. P., Pihl‐Thingvad, J., & Andersen, D. R. (2025) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph22050670 · Cited by 20
“Such perceptual congruence between leaders and employees may be associated with a greater leadership effectiveness, as aligned perceptions foster trust, enhance communication, and contribute to improved organisational outcomes [50].”
Gesundheitsförderliche Führungskompetenz entwickeln
Krick, A., Wunderlich, I., & Felfe, J. (2021) · Springer eBooks · doi:10.1007/978-3-658-28654-5_14-1 · Cited by 12
Salifu, I., & Odame, E. D. (2022) · International Journal of Leadership in Education · doi:10.1080/13603124.2022.2087005 · Cited by 12
“Destructive leadership has been blamed for employees’ anger, bitterness, and frustration (Erickson et al., 2015; Ryan et al., 2021; Schyns & Schilling, 2013).”
Gravili, G., Manuti, A., & Meirinhos, V. (2022) · European Conference on Management, Leadership and Governance (ECMLG) · doi:10.34190/ecmlg.18.1.751 · Cited by 12
Self-serving leadership and employee knowledge hiding: a dual-pathway model
Zhang, Y., Zhang, L., Zhang, J., Wang, J., & Akhtar, M. N. (2024) · Management Decision · doi:10.1108/md-05-2023-0831 · Cited by 17
Fake leadership influence on organizational destruction in Higher Education Institutions (HEIs)
Bieńkowska, A., & Tworek, K. (2025) · PLoS ONE · doi:10.1371/journal.pone.0321194 · Cited by 8
Horstmann, D., & Remdisch, S. (2019) · Work · doi:10.3233/wor-192994 · Cited by 12
“A meta-analysis showed that destructive leadership behaviour is related to lower well-being and higher stress levels among subordinates [20].”
The Effect of Abusive Supervision on Service Sabotage: A Mediation and Moderation Analysis
Gürlek, M., & Yeşiltaş, M. (2020) · Advances in Hospitality and Tourism Research (AHTR) · doi:10.30519/ahtr.695159 · Cited by 14
“Tyrannical behaviors by supervisors reflect central characteristics that break employees’ connection with their social circles and the working environment (Schyns & Schilling, 2013).”
BackgroundA Crisis in Leadership: Transforming Opportunistic Leaders into Leaders that can be Trusted
Ng, D., & vanDuinkerken, W. (2021) · Journal of Management & Governance · doi:10.1007/s10997-020-09549-3 · Cited by 12
“2012; Schyns and Schilling 2013; Schuh et al.”
BackgroundInfluentialThe downside of managers: The moderator role of political skill & deceptive situation
Lazreg, C., & Lakhal, L. (2022) · Acta Psychologica · doi:10.1016/j.actpsy.2022.103619 · Cited by 12
Accelerating Change in Schools: Leading Rapid, Successful, and Complex Change Initiatives
Dudar, L., Scott, S., & Scott, D. E. (2017) · Advances in educational administration · doi:10.1108/s1479-3660201727 · Cited by 12
ON ORGANISATIONAL FACTORS THAT ELICIT MANAGERIAL UNETHICAL DECISION-MAKING
Lašáková, A., & Remišová, A. (2017) · Ekonomický časopis · Cited by 12
Seeking Sustainable Development in Teams: Towards Improving Team Commitment through Person-Group Fit
Hun, S. S., Seong, J. Y., & Kim, Y. G. (2020) · Sustainability · doi:10.3390/su12156033 · Cited by 15
“, abusive or destructive) leadership adversely affects positive outcomes such as organizational commitment, job satisfaction, and performance [60].”
BackgroundMorched, S., & Jarboui, A. (2020) · Qualitative Research in Financial Markets · doi:10.1108/qrfm-01-2020-0005 · Cited by 12
Academic Libraries and Toxic Leadership
Ortega, A. (2019) · doi:10.22371/05.2019.001 · Cited by 12
“…Reed, 2004; Schmidt, 2014; Whicker, 1996) as it allows for an exploration of conditions that contribute to a dysfunctional environment where inappropriate behaviors such as intimidation are allowed to proliferate among employees (Pelletier, 2010; Reed, 2004; Schyns & Schilling, 2013, Tepper, 2000).”
Background
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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