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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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“Thus, supervisor trust is related to more positive leadership (Schyns and Schilling, 2013), and trustworthy is related to reduced dishonesty, secrets, and knowledge hiding (Colquitt, 2001; Connelly et al., 2012) and to increased organizational citizenship and perceived ethical leadership (Xiao et …”
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BackgroundDestruktive Führung erkennen und verhindern
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“First, destructive forms of leadership behavior are highly prevalent nowadays [14].”
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“Notably, options (b) and (c) represent common courses of action in response to abusive supervision within organizations (Schyns & Schilling, 2013; Webster et al., 2016).”
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“According to Schyns and Schilling (2013), the distinction between abusive supervision and aversive leadership consists of the involvement of abusive supervision in repeated hostile behaviors, verbal and non-verbal forms, such as public ridicule, but excludes physical contact, while aversive…”
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“However, studies investigating destructive leadership or abusive supervision are increasing (Schyns & Schilling, 2013).”
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“However, the last 20 years we have seen an increased focus on negative and destructive aspects of leadership at both individual and organizational levels [1-3].”
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“This is related to the leader’s behavior being perceived to be sanctioned from higher leaders [15].”
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“An early meta-analysis (Schyns and Schilling, 2013) examined outcomes of destructive leadership.”
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“Schyns and Schilling (2013) outlined a variety of terms used throughout the literature to describe assorted mistreatment behaviors enacted by supervisors and managers, such as destructive leadership (Einarsen et al., 2007), supervisory abuse (Bamberger and Bacharach, 2006), aversive leadership…”
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“[16,25,38] respectively, anchor this study’s argument that destructive leadership transcends individual pathology.”
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“A systematic meta-analysis of destructive leadership was provided by Schyns and Schilling (2013), in which they concluded on the existence of negative correlations between destructive leadership and negative attitudes towards the leader, well-being and individual performance, and positive…”
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“…on meaning and impact, (4) symbiotic communication where a leader and an employee articulate thoughts, feelings, perspectives, and ideas, (4) a focus on learning and development not compliance and underperformance, and (5) leader acknowledgement and praise in addition to constructive performance…”
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“Scholars have, thus, stressed the importance of considering both constructive and destructive management style constructs to yield novel insights into the ways by which super-visors can influence their subordinates (Chénard-Poirier et al., 2022; Duffy et al., 2002; Schyns & Schilling, 2013).”
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Organisationaler Zynismus: Destruktive Einstellungen von Mitarbeitern verhindern
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Self-citationKnowledge sharing and unethical pro-organizational behavior in a Mexican organization
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EFFECT OF TRANSFORMATIONAL LEADERSHIP ON CHANGE MANAGEMENT IN KENYA PORTS AUTHORITY
DICKSON, G. M., & KISING’U, T. M. (2019) · Strategic Journal of Business & Change Management · doi:10.61426/sjbcm.v6i2.1177 · Cited by 4
“The resulting power is legitimized and based on exceptional quality it can foster commitment and determination by subordinate to accomplish the set up goals by encouraging the team players to be strategic fit (Schyns & Schilling, 2013).”
BackgroundCross-border and sedentary workers' job satisfaction
Wodociag, S., Dolce, V., & Molino, M. (2021) · Personnel Review · doi:10.1108/pr-04-2020-0303 · Cited by 5
Nnate, D. A., Barber, D., & Abaraogu, U. O. (2021) · Nursing Reports · doi:10.3390/nursrep11030056 · Cited by 4
“Schyns and Schilling [51] advised that negative attitudes of team members towards the set goal often emanates from a lack of faith in the subject or entire process.”
BackgroundGöktaş, E. (2021) · International Online Journal of Educational Sciences · doi:10.15345/iojes.2021.04.006 · Cited by 4
Conceptual framework of Toxic leadership
يونس, ن., شمعه, ر. ع. ا., & حسن, ه. (2022) · Mağallaẗ Al-Buḥūṯ Al-Idāriyyaẗ wa Al-Māliyyaẗ wa Al-Kamiyyaẗ · doi:10.21608/safq.2022.142124.1013 · Cited by 4
“Many researchers focused on the majority and importance of leadership and how it has affected different employees and the organization (DeCelles& Pfarrer, 2004; Krasikova et al., 2013; Schyns & Schilling, 2013).”
BackgroundDiagnosing organisational health: a case study of Pakistani banks
Saeed, B. B., Wang, W., & Peng, R. (2014) · International Journal of Information Systems and Change Management · doi:10.1504/ijiscm.2014.065054 · Cited by 4
Nam, K.-S., & Yoo, Y.-J. (2016) · The Journal of the Korea Contents Association · doi:10.5392/jkca.2016.16.04.324 · Cited by 4
“첫째, 부정적 리 더(destructive leader)에 관한 주제가 흥미가 있으며, 이것에 의해 발생되는 비용 때문이고, 둘째, 부정적 리 더 행위가 부하들에게 가져오는 결과가 심각하다[2].”
InfluentialDiscussion, Limitations and Suggestions
Karadağ, E., Çiftçi, Ş. K., & Bektaş, F. (2015) · Springer eBooks · doi:10.1007/978-3-319-14908-0_16 · Cited by 4
The dimensionality and measurement of destructive instructor-leadership
Balwant, P. T., Birdi, K. S., & Stephan, U. (2019) · International Journal of Leadership in Education · doi:10.1080/13603124.2018.1543803 · Cited by 4
“second manifestation of destructive leadership, Tepper’s (2000) scale seems to ignore harmful methods that are nonverbal as proposed by Balwant (2017).”
BackgroundMethodResultInfluentialCompensatory Coping Through the Extension of Working Hours
Stein, M., Vincent‐Höper, S., Deci, N., Gregersen, S., & Nienhaus, A. (2019) · Zeitschrift für Arbeits- und Organisationspsychologie A&O · doi:10.1026/0932-4089/a000285 · Cited by 5
Driving Indonesia’s Public Service Innovation Through Leadership Model
Kesmawan, A. P., Pramusinto, A., Kusumasari, B., & Susilastuti, D. H. (2020) · doi:10.2991/aebmr.k.200301.014 · Cited by 4
“The study of leadership inhibits creativity and innovation conducted by (Schyns & Schilling, 2013; Shaw et al., 2011).”
BackgroundLeading Contemporary Organizations
Fraher, A. L. (2020) · Cambridge University Press eBooks · doi:10.1017/9781316677032 · Cited by 4
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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