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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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Arbeitszufriedenheit und Arbeitsmotivation
Kauffeld, S., & Schermuly, C. C. (2018) · Springer-Lehrbuch · doi:10.1007/978-3-662-56013-6_9 · Cited by 11
Kunz, C., & Millhoff, C. (2023) · International Archives of Occupational and Environmental Health · doi:10.1007/s00420-023-01962-z · Cited by 19
“In contrast, both the passive (laissez-faire) and active (abusive leadership) forms of destructive leadership can have a notably negative impact on employees’ health (Schyns and Schilling 2013).”
BackgroundResultInfluentialChildren’s Stories as a Foundation for Leadership Schemas: More than Meets the Eye
Harms, P. D., & Spain, S. M. (2016) · Monographs in leadership and management · doi:10.1108/s1479-357120160000008010 · Cited by 11
Peltokorpi, V. (2017) · The Journal of Psychology · doi:10.1080/00223980.2017.1372348 · Cited by 11
“Although the focus in previous research has predominately been on positive supervisor behaviors, scholars have started to pay more attention to negative supervisor behaviors (Schyns & Schilling, 2013).”
BackgroundAbusive retaliation of low performance in low-quality LMX relationships
Thompson, G., Buch, R., & Glasø, L. (2019) · Journal of General Management · doi:10.1177/0306307019874529 · Cited by 14
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Getting the “I” Out of Multiteam Systems: A Case Study from the Financial Services Industry
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Psychosocial Work Conditions, Health, and Leadership of Managers
Lundqvist, D. (2013) · KTH Publication Database DiVA (KTH Royal Institute of Technology) · Cited by 11
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Ducheyne, D. A. H., & Fruyt, F. D. (2026) · Industrial and Organizational Psychology · doi:10.1017/iop.2026.10070 · Cited by 10
“Schyns and Schilling (2013) meta-analytically summarized the relationships between destructive leadership and various leader, job, organization, and individual follower-related concepts.”
InfluentialBatchelor, J. H., Whelpley, C. E., Davis, M. M., Burch, G. F., & Barber, D. (2023) · Business Ethics and Leadership · doi:10.21272/bel.7(2).128-148.2023 · Cited by 14
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Abusive Supervisory Behavior Aimed at Raising Work Group Performance
Farmanara, P. (2019) · Journal of Management Inquiry · doi:10.1177/1056492619889687 · Cited by 12
“It is by far the most frequent conceptualization in the pertinent research literature (Schyns & Schilling, 2013; Tepper et al., 2017), circumvents the earlier-mentioned confusion created by incoherent definitions, excludes aggression by co-workers, and avoids the term “leadership” that is…”
BackgroundSilver, E. R., King, D. D., & Hebl, M. R. (2022) · Management Decision · doi:10.1108/md-06-2021-0809 · Cited by 13
Ma, C., & Yang, J. (2022) · Current Psychology · doi:10.1007/s12144-022-03939-6 · Cited by 10
“In the last decade, in response to the call for more studies about the dark side of leadership and its role in employee creativity (Liu et al., 2012; Schyns & Schilling, 2013), some scholars began to explore how abusive super-vision is related to employee creativity (e.g., Akram et al., 2022;…”
BackgroundLundmark, R., Stenling, A., Schwarz, U. V. T., & Tafvelin, S. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.668838 · Cited by 10
Abusive supervision: a content analysis of theory and methodology
Zhang, Y. E., Hou, Z., Zhou, X., Yue, Y., Liu, S., Jiang, X., & Li, L. (2021) · Chinese Management Studies · doi:10.1108/cms-01-2021-0017 · Cited by 11
Aydınay, M., ÇAKICI, A., & ÇAKICI, A. (2021) · Journal of Global Business Insights · doi:10.5038/2640-6489.6.2.1166 · Cited by 10
“Thus, it is a type of leadership that negatively affects the organization overall, and the subordinates’ rights, interests, effectiveness, motivation, well-being, and self-esteem (Brandebo et al., 2016; Einarsen et al., 2007; Krasikova et al., 2013; Schyns & Schilling, 2013).”
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Comparing models of follower outcomes: destructive and constructive leader behavior
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Arif, S. (2019) · IntechOpen eBooks · doi:10.5772/intechopen.78790 · Cited by 9
“There exists positive and high correlation between CWBs and destructive leadership [37].”
BackgroundShining a Light on Toxic Leadership
Boak, G. (2021) · Palgrave debates in business and management · doi:10.1007/978-3-030-65025-4_6 · Cited by 9
Corporate Psychopaths and Destructive Leadership in Organisations
Boddy, C. R. (2021) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-80043-180-520211005 · Cited by 9
Klein, G., & Delegach, M. (2023) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518231176231 · Cited by 19
“…to rely on the leader as a prominent organizational factor that creates meaning for employees (Smircich & Morgan, 1982) and structures their reality (Delegach et al., 2017), thereby affecting employee attitudes, emotions, and well-being (for meta-analytical findings, see Schyns & Schilling, 2013).”
BackgroundHolstad, T. J., Rigotti, T., & Otto, K. (2013) · Zeitschrift für Arbeits- und Organisationspsychologie A&O · doi:10.1026/0932-4089/a000120 · Cited by 9
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“In short, abusive supervision has a negative relationship with concepts that have positive effects on organizations [69], and under COR theory, abusive supervision depletes job resources.”
BackgroundGøtzsche‐Astrup, O. (2018) · Consulting psychology journal · doi:10.1037/cpb0000105 · Cited by 9
“In their meta-analysis, Schyns and Schilling (2013) find destructive leadership to negatively impact follower well-being and performance and increase turnover rates and counterproductive work behavior such as theft.”
BackgroundAsnakew, Z. S., & Mekonen, Y. E. (2019) · Journal of Values-Based Leadership · doi:10.22543/0733.121.1250 · Cited by 9
KARANLIK LİDERLİK TARZLARI: KAVRAMSAL BİR DEĞERLENDİRME
Uslu, O. (2021) · Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi · doi:10.16953/deusosbil.775143 · Cited by 9
The Role and Impact of Leaders on Workplace Bullying, Emotional Abuse and Harassment
Samnani, A. (2021) · Handbooks of Workplace Bullying, Emotional Abuse and Harassment/Handbooks of workplace bullying, emotional abuse and harassment · doi:10.1007/978-981-13-0935-9_13 · Cited by 13
Destructive Leadership, Employees’ Voice, and Organization
Li, H., & Zhu, J. (2015) · Managing the Asian century · doi:10.1007/978-981-287-555-6_14 · Cited by 9
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“…report negative effects on their own job performance and organizational citizenship behavior (Mackey et al., 2017), counterproductive work behavior (Braun et al., 2018), job engagement, job satisfaction, organizational commitment, and turnover (Mathieu & Babiak, 2016; Schyns & Schilling, 2013).”
Braun, S. H., Schyns, B., Zheng, Y., & Lord, R. G. (2024) · Journal of Business Ethics · doi:10.1007/s10551-024-05805-w · Cited by 13
“Ample research supports the negative impact that abusive supervision has on followers and organizations (for overviews see Mackey et al., 2017, 2021a, 2021b; Martinko et al., 2013; Schyns & Schilling, 2013).”
Self-citationThe good, the bad and the evil: A unified conceptualization of negative leadership behaviour
Modliba, R., & Treffers, T. (2024) · International Journal of Management Reviews · doi:10.1111/ijmr.12384 · Cited by 10
Omar, A. T., & Ahmad, U. N. U. (2020) · International Journal of Academic Research in Business and Social Sciences · doi:10.6007/ijarbss/v10-i12/8388 · Cited by 8
“Toxic leadership nowadays is an increasingly crucial phenomenon in the study of dark side leadership (Schyns & Schilling, 2013; Lipman-Blumen, 2010; Webster et al., 2016).”
BackgroundDestructive Leaders in Schools: Can They Be Instructional Leaders?
Merritt, A. B., & Wang, Y. (2022) · NASSP Bulletin · doi:10.1177/01926365221102379 · Cited by 10
“…in schools and their impact on teachers’ decreased job satisfaction (Cemaloglu, 2011), increased job stress (Hauge et al., 2007), reduced trust in their principal (Klein & Bentolila, 2019; Schyns & Schilling, 2013), and increased intent to the leave the organization (Woestman & Wasonga, 2015).”
BackgroundBendixen, L., & Scheel, T. (2023) · Work & Stress · doi:10.1080/02678373.2023.2244743 · Cited by 13
“Contrary to supervisor support, destructive leader behaviour relates to the well-being of their fol-lowers in a negative way (Schyns & Schilling, 2013).”
BackgroundSignore, F., Ciavolino, E., Cortese, C. G., Carlo, E. D., & Ingusci, E. (2023) · Sustainability · doi:10.3390/su16010201 · Cited by 16
“…that increase stress include elevated work demands, such as emotional work, temporary pressure, workload, conflict, and ambiguity of the role [33,72]; some leadership behaviors, such as lack of respect, excessive demands, absence of feedback, techno-stress [73], and continuous criticism [74].”
Singh, R., Deonarine, V., Balwant, P. T., & Ramdeo, S. (2024) · Evidence-based HRM a Global Forum for Empirical Scholarship · doi:10.1108/ebhrm-08-2022-0213 · Cited by 8
Karadağ, E., & Sölpük, N. (2018) · Dusunen Adam The Journal of Psychiatry and Neurological Sciences · doi:10.5350/dajpn2018310204 · Cited by 8
“Although there exist different methods for correcting these mean correlations, most of these methods lead to high correlation estimates (16).”
MethodMe and my team: the role of social context in psychological contract breach and fulfilment
Akkermans, J., de Jong, S. B., de Jong, J. P., & Bal, P. M. (2019) · Edward Elgar Publishing eBooks · doi:10.4337/9781788115681.00017 · Cited by 8
“One of the things which most of the above types of leadership have in common is that they focus on positive aspects of leadership, yet within the leadership literature there is an increasing focus on various forms of destructive leadership (for a meta-analysis see Schyns & Schilling, 2013).”
BackgroundFragebogen zur integrativen Führung
Ingold, P. V. (2019) · Zeitschrift für Arbeits- und Organisationspsychologie A&O · doi:10.1026/0932-4089/a000294 · Cited by 8
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Saving the moral self: unethical leadership and employee behaviors – a moral cleansing perspective
Malik, S. A., Nawab, S., & Shafi, K. (2022) · European Journal of Management and Business Economics · doi:10.1108/ejmbe-03-2021-0085 · Cited by 10
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Adeel, A., Kee, D. M. H., Mubashir, A. S., Samad, S., & Daghriri, Y. Q. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.982328 · Cited by 11
“However, negative actions are translated into followers’ unethical intentions and behaviors (Schyns and Schilling, 2013).”
BackgroundSchyns, B., Gauglitz, I. K., Gilmore, S. E., & Nieberle, K. W. (2023) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2023.2252130 · Cited by 10
“Prior research supports the notion that destructive leadership in general can be detrimental for followers’ well-being (e.g., Schyns & Schilling, 2013).”
BackgroundSelf-citationDuffy, D. J., Richards, D., Earley, C., & Timulák, L. (2023) · Frontiers in Digital Health · doi:10.3389/fdgth.2023.1139125 · Cited by 10
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Kasi, M., Bibi, P. D. Z., & Karim, J. (2020) · Sir Syed Journal of Education & Social Research (SJESR) · doi:10.36902/sjesr-vol3-iss4-2020(362-373 · Cited by 11
(2021) · Journal of administrative and business studies · doi:10.20474/jabs-7.1.1 · Cited by 8
“Hence ex‑ ploring dark leadership is crucial for organizations (Hoobler & Hu, 2013) and there is a need for further studies (Collins & Jackson, 2015; Schyns & Schilling, 2013) to examine the causes of DL and its negative impact on subordinates’ well‑ being.”
Sheaffer, Z. (2018) · IISES International Academic Conference · doi:10.20472/iac.2018.043.041 · Cited by 8
Toxic Leadership: Systematic Review Based on Studies Made in Turkey
Okray, Z., & Şimşek, A. H. (2020) · Istanbul Management Journal · doi:10.26650/imj.2020.89.0004 · Cited by 7
“, 2002), the intention to leave work (Schyns and Schilling, 2013), the stress of work (Anjum, Ming, Siddiqi and Rasool, 2018), the need for the leader, increased the behavior of loss (Byun, Karau, Dai and Lee 2018), and organizational trust.”
BackgroundInfluentialTahir, H., Paracha, O. S., & Mukarram, S. S. (2023) · Organizacija · doi:10.2478/orga-2023-0024 · Cited by 7
The Dark Side of Variability: Developing a Measure of Perceived Leader Inconsistency
van Gerven, E. J. G., Hoogh, A. H. B. D., Hartog, D. N. D., & Belschak, F. D. (2025) · Journal of Business Ethics · doi:10.1007/s10551-025-06032-7 · Cited by 8
“Taken together, our findings provide evidence for the importance and relevance of this new construct and suggest that the list of perceived destructive and unethical leadership styles (e.g., Schyns & Schilling, 2013) can be extended with inconsistent leader behavior.”
Aggarwal, A., Sharma, I., & Rukta, N. (2025) · International journal of organizational analysis · doi:10.1108/ijoa-09-2024-4848 · Cited by 9
School Leadership Types and Teacher Job Satisfaction: A Meta-Analytic Review
Bellibaş, M. Ş., Polatcan, M., Emrah, K. A. Y. A., & Frick, W. C. (2025) · Leadership and Policy in Schools · doi:10.1080/15700763.2025.2543807 · Cited by 11
Latta, G. F., & Clottey, E. N. (2020) · Journal of Leadership Studies · doi:10.1002/jls.21711 · Cited by 9
Maskor, M., Fladerer, M. P., Fong, P., Steffens, N. K., & Haslam, S. A. (2022) · British Journal of Social Psychology · doi:10.1111/bjso.12551 · Cited by 6
“…evident in highly publicized CEO scandals (e.g., in Enron, WorldCom, Hewlett Packard, BP) that continue to stimulate interest in the negative effects of leader transgressions and destructive leadership within organizations (e.g., Schmid et al., 2019; Schyns & Schilling, 2013; Shapiro et al., 2011).”
BackgroundChoi, S. B., Jung, K. B., & Kang, S. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.879412 · Cited by 9
“The continuous destructive behavior of the leader makes it difficult for members to maintain long-term motivation for innovation (Aryee et al., 2007; Schyns and Schilling, 2013).”
BackgroundInfluentialSadler‐Smith, E., & Akstinaitė, V. (2022) · Leadership · doi:10.1177/17427150221104890 · Cited by 7
“Such situations allow destructive leaders to emerge, enhance their power and reinforce their potentially destructive behaviours (Einarsen et al., 2007; Schyns and Schilling, 2013).”
BackgroundYasmeen, A., Khan, M. M., & Ahmed, S. S. (2023) · Journal of Health Organization and Management · doi:10.1108/jhom-03-2023-0082 · Cited by 9
Köksal, K., & Gürsoy, A. (2019) · Celal Bayar Üniversitesi Sosyal Bilimler Dergisi · doi:10.18026/cbayarsos.486680 · Cited by 7
The Role and Impact of Leaders on Workplace Bullying, Emotional Abuse and Harassment
Samnani, A. (2019) · Handbooks of Workplace Bullying, Emotional Abuse and Harassment/Handbooks of workplace bullying, emotional abuse and harassment · doi:10.1007/978-981-10-6173-8_13-1 · Cited by 8
Entrepreneurial Empowerment: You Are Only as Good as Your Employees
Ng, D. (2020) · The Quarterly Journal of Austrian Economics · doi:10.35297/qjae.010077 · Cited by 7
“This difficulty arises, because authority offers leaders the power to influence their subordinates in ways that advance a leader’s self-interest (Bendahan et al. 2015; Lubit 2002; Schyns and Schilling 2013).”
BackgroundBecoming morally disengaged: how long does it take?
Almeida, T., Abreu, F., & Ramalho, N. C. (2021) · Leadership & Organization Development Journal · doi:10.1108/lodj-01-2020-0005 · Cited by 7
Khan, M. R., Khan, H. M., Jan, S. A., Javad, A., & Khattak, D. A. (2021) · Humanities & Social Sciences Reviews · doi:10.18510/hssr.2021.949 · Cited by 7
“Similarly, consequences and adverse effects of toxic actions and decision is different (Schyns & Schilling, 2013).”
BackgroundOkul Müdürlerinin Yıkıcı Liderlik Davranışlarının Örgütsel Strese Etkisi
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“Based on 57 previously published studies, Schyns and Schilling (2013) conclude that there is a high correlation between a leader’s destructive behaviour and attitudes towards the leader.”
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“On the one hand, negative leadership behaviors can undermine self-esteem of employees [23], thereby decreasing their perceived ability to find another job.”
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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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