The DOI matches its Crossref record; 120 of the 120 references it cites were found in a registry or an index.
How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes
Open accessOverview
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
In the citing paper
“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
Citations
Cites
Bhagat, R. S., & Hofstede, G. (2002) · Academy of Management Review · doi:10.5465/amr.2002.7389951 · Cited by 21,688
Longshore, J. M., & Bass, B. M. (1987) · Academy of Management Review · doi:10.2307/258081 · Cited by 12,424
The file drawer problem and tolerance for null results.
Rosenthal, R. (1979) · Psychological Bulletin · doi:10.1037/0033-2909.86.3.638 · Cited by 9,068
Baumeister, R. F., Bratslavsky, E., Finkenauer, C., & Vohs, K. D. (2001) · Review of General Psychology · doi:10.1037/1089-2680.5.4.323 · Cited by 7,678
Graen, G. B., & Uhl-Bien, M. (1995) · The Leadership Quarterly · doi:10.1016/1048-9843(95)90036-5 · Cited by 7,299
Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002) · Journal of Vocational Behavior · doi:10.1006/jvbe.2001.1842 · Cited by 6,903
Helplessness: On Depression, Development, and Death
Seligman, M. E. P. (1975) · CERN Document Server (European Organization for Nuclear Research) · Cited by 6,181
Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.
Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001) · Journal of Applied Psychology · doi:10.1037/0021-9010.86.3.425 · Cited by 5,942
Methods of Meta-Analysis: Correcting Error and Bias in Research Findings
Schmidt, F. L., & Hunter, J. E. (2015) · doi:10.4135/9781483398105 · Cited by 5,542
Handbook of industrial and organizational psychology
(1993) · Choice Reviews Online · doi:10.5860/choice.30-5278 · Cited by 5,483
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
Cited by
Sorted by citations
Items 701–800 of 1,000
PENGARUH ETHICAL LEADERSHIP DALAM MENCIPTAKAN WORK ENGAGEMENT KARYAWAN
Wijaya, S. (2023) · Jurnal Bina Manajemen · doi:10.52859/jbm.v12i1.497 · Cited by 4
Agyemang, S. (2023) · IGI Global eBooks · doi:10.4018/979-8-3693-2045-7.ch096 · Cited by 4
Blessin, B. & Wick, A. (2014). Führen und führen lassen.
May, D. C.-M. (2014) · Zeitschrift für Arbeits- und Organisationspsychologie A&O · doi:10.1026/0932-4089/a000161 · Cited by 4
How charismatic leadership affects direct follower behavior and perceived meeting effectiveness.
Brinkman, W. (2015) · Cited by 4
Braun, S. H. (2016) · Springer eBooks · doi:10.1007/978-3-319-31816-5_1900-1 · Cited by 4
Toxic leadership, overwork and stress: review and integration of the last 15 years
Mishra, R., & Jena, L. K. (2025) · Leadership & Organization Development Journal · doi:10.1108/lodj-02-2025-0140 · Cited by 3
Mesfin, A., & Gebremeskel, M. M. (2024) · International Journal of Leadership in Education · doi:10.1080/13603124.2024.2334862 · Cited by 3
Xue, H., Teh, K. K. L., & Ling, F. Y. Y. (2025) · Journal of Construction Engineering and Management · doi:10.1061/jcemd4.coeng-15293 · Cited by 3
Fröhlich, L. S., Krick, A., & Felfe, J. (2025) · Journal of Applied Social Psychology · doi:10.1111/jasp.70025 · Cited by 3
Garant, J., Hausdorf, P. A., González‐Morales, M. G., & Gill, H. (2025) · Frontiers in Organizational Psychology · doi:10.3389/forgp.2025.1683369 · Cited by 4
Ashfan, M. A., Afrianty, T. W., Utami, H. N., & Prasetya, A. (2026) · Cogent Business & Management · doi:10.1080/23311975.2025.2612411 · Cited by 12
Führung, Unternehmenskultur und Unternehmenstransformation
Peyinghaus, M., Zeitner, R., & Kempter, A.-K. (2022) · Springer eBooks · doi:10.1007/978-3-658-39998-6_4 · Cited by 3
Haseeb, M. A., & Shah, M. (2023) · Journal of Applied Economics and Business Studies · doi:10.34260/jaebs.771 · Cited by 3
The Phenomenon of Dark Leadership A Conceptual Evaluation
Dağıstan, U. (2023) · Anadolu Üniversitesi Sosyal Bilimler Dergisi · doi:10.18037/ausbd.1310853 · Cited by 4
“In the last place, their own interests are above everything (Schyns and Schilling, 2013) There are a number of reasons that reveal the dark side of the leader.”
BackgroundYou better watch out: How the supervisor response to worker voice affects promotive voice
SNOEP‐DELLEMAN, A., Akkerman, A., Sluiter, R., & Manevska, K. (2024) · International Labour Review · doi:10.1111/ilr.12423 · Cited by 4
Traunwieser, S. (2024) · International Journal of Ethics and Systems · doi:10.1108/ijoes-02-2024-0044 · Cited by 4
From bad to worse: Follower reactions to escalating unethical behaviors of leaders
Waples, E. P., Osburn, H. K., Leon, M. R., & McKee, V. (2025) · Journal of Management & Organization · doi:10.1017/jmo.2024.80 · Cited by 3
“For example, a meta-analysis by Schyns and Schilling (2013) show data clearly indicating destructive leaders will, over time, lose followers as followers resist leader behavior.”
InfluentialPham, T. K. T. (2025) · International Journal of Organization Theory and Behavior · doi:10.1108/ijotb-05-2024-0083 · Cited by 3
Looking at leadership differently: A hygiene perspective
Breton‐Miller, I. L., & Miller, D. (2025) · European Management Journal · doi:10.1016/j.emj.2025.02.001 · Cited by 3
Asim, M., Zhiying, L., Ghani, U., Nadeem, M. A., & Xu, Y. (2025) · Current Psychology · doi:10.1007/s12144-025-07628-y · Cited by 3
Shamshad, H., Shamshad, S., Tariq, A., & Ullah, F. (2025) · Health Care Analysis · doi:10.1007/s10728-025-00520-7 · Cited by 3
“Healthcare organizations need a positive environment to survive, and proactive management can mitigate the harmful effects of despotic leadership [19].”
EXECUTIVE HEALTH in der aktuellen wissenschaftlichen Diskussion
Hüttermann, H. (2015) · Springer eBooks · doi:10.1007/978-3-658-06072-5_2 · Cited by 3
Rooney, D., & McKenna, B. J. (2022) · Cambridge University Press eBooks · doi:10.1017/9781009085724.019 · Cited by 4
Huono johtaminen lääkärikontekstissa
Huikko-Tarvainen, S., Juuti, P., Auvinen, T., & Sajasalo, P. (2022) · Hallinnon Tutkimus · doi:10.37450/ht.109675 · Cited by 3
Leadership competency portfolio for universities: A behavioural event- interview approach
Jais, I. R. M., Azman, A. M., Abidin, A. S. Z., & Ghani, E. K. (2023) · International Journal of Innovative Research and Scientific Studies · doi:10.53894/ijirss.v6i1.1217 · Cited by 3
“The competency skills can range from behaviours, influence, power, situation and transformational abilities [20].”
BackgroundWang, S., Rofcanın, Y., Heras, M. L., Bosch, M. J., & Marescaux, E. (2023) · BRQ Business Research Quarterly · doi:10.1177/23409444231168421 · Cited by 3
“…where supervisory relations and supportive behavior are shaped by the national context (see Bosch et al., 2018; Las Heras et al., 2015), particularly for leaders whose behaviors may be idealized in advance by employees (e.g., Collinson, 2011; Kempster & Carroll, 2016; Schyns & Schilling, 2013).”
L’incidence du leadership destructeur sur les attitudes et les comportements au travail
Brunet, L., Morin, D., Alderson, M., Cacciatore, G., Savoie, A., Boudrias, J., & Nelson, K. (2023) · Humain et Organisation · doi:10.7202/1096034ar · Cited by 3
“Pour ce qui est de l’intention de quitter l’organisation et d’une baisse de rendement individuel, nos données rejoignent celles de Schyns et Schilling (2013) à l’effet qu’un leadership destructeur provoque chez les employés une augmentation de la détresse, une baisse de rendement et de performance…”
Cruz, A. G., & Ansoleaga, E. (2023) · Psykhe (Santiago) · doi:10.7764/psykhe.2020.27999 · Cited by 8
Leadership, a way of life that should be teached from the beginning of school education
Vieyra-Reyes, P., García, M. P. B., & Condes, V. E. T. (2022) · ECORFAN Journal Colombia · doi:10.35429/ejc.2022.14.8.8.17 · Cited by 3
Seo, D., Mah, S., & Yun, S. (2023) · Journal of Leadership & Organizational Studies · doi:10.1177/15480518231204489 · Cited by 4
“…LMX, task performance, and organizational citizenship behaviors (e.g., Carlson et al., 2011; Kernan et al., 2011; Lian et al., 2012; Mackey et al., 2017; Mitchell & Ambrose, 2007; Schyns & Schilling, 2013; Tepper et al., 2006; Wheeler et al., 2013; Xu et al., 2012; Zellars et al., 2002).”
BackgroundIntroductory Chapter: Exploring the Negative Aspects of Organizational Behavior
Bozkuş, K. (2023) · IntechOpen eBooks · doi:10.5772/intechopen.1001924 · Cited by 3
Developing Employees’ Trust in Management Through Ethical Leadership
Cumlat, J., Galat, M. A., Julian, F. P., & Abun, D. (2023) · Divine Word International Journal of Management and Humanities (DWIJMH) · doi:10.62025/dwijmh.v2i4.45 · Cited by 7
“Conversely, studies like Schyns and Schilling (2013) show the detrimental impact of destructive leadership on counterproductive employee behavior.”
The Effect of Ethical Leadership on the Work Performance of Employees
Acidera, E. B., Apollo, E. P., Julian, F. P., & Abun, D. (2023) · Divine Word International Journal of Management and Humanities (DWIJMH) · doi:10.62025/dwijmh.v2i3.32 · Cited by 4
McCormick, B. W., Gonzalez-Mule, E. N., & Seong, J. Y. (2024) · Journal of Organizational Behavior · doi:10.1002/job.2785 · Cited by 3
Raza, M. A., Imran, M., Mughal, F., & Mujtaba, B. G. (2024) · Public Organization Review · doi:10.1007/s11115-024-00775-z · Cited by 3
“…have been found to have adverse impact on numerous outcomes including emotional exhaustion, organization performance, job satisfaction, turnover intentions, psychological distress, and work – family conflict (Aasland et al., 2010; Richman et al., 1992; Schyns & Schilling, 2013; Tepper, 2000).”
Archetypes of bad physician leaders – a qualitative study from a large Finnish central hospital
Huikko-Tarvainen, S., & Auvinen, T. (2025) · Leadership in health services · doi:10.1108/lhs-12-2024-0154 · Cited by 3
“Health-care leadership often aligns with transformational leadership, a form of constructive leadership (Schyns and Schilling, 2013), which highlights that supportive, motivational and emotionally intelligent leaders foster positive work environments and improve patient outcomes (Guevara et al. ,…”
InfluentialAre Managers More Machiavellian Than Other Employees?
Baktash, M. B., & Jirjahn, U. (2025) · Industrial and Labor Relations Review · doi:10.1177/00197939251403986 · Cited by 3
Riaz, A., Mahmood, S., & Shabbir, J. (2020) · Journal of Management and Research · doi:10.29145/jmr/72/070209 · Cited by 6
“Various organizational, job and personal factors have been identified as antecedents to CWB such as leadership styles (Schyns & Schilling, 2013), organizational culture (Ehrhart & Raver, 2014), job stressors (Fida et al., 2015), transparency concerns (Holtz & Harold, 2013), and personality…”
BackgroundThe Dark Side of Leadership Practices: Variations across Asia
Windsor, D. (2017) · Palgrave Macmillan UK eBooks · doi:10.1057/978-1-137-57940-9_7 · Cited by 3
Rai, A., & Agarwal, U. A. (2018) · Springer eBooks · doi:10.1007/978-981-13-1017-1_4 · Cited by 3
PENGARUH SIKAP KASAR PENGAWAS (ABUSIVE SUPERVISION) TERHADAP NIAT PINDAH (TURNOVER INTENTION)
Yulmia, I. M. G., & Putra, M. S. (2020) · E-Jurnal Manajemen Universitas Udayana · doi:10.24843/ejmunud.2020.v09.i08.p04 · Cited by 5
Oduol, T. (2021) · European Journal of Educational Management · doi:10.12973/eujem.4.1.51 · Cited by 3
“…studies on unethical leader conduct could enable scholars to derive a solution that can curb its negative impact on employee wellbeing, trust, organization climate, and general growth of organizations (Bashir & Hassan, 2019; Oplatka, 2017; Schyns & Schilling, 2013; Ünal et al., 2012; Zuber, 2015).”
BackgroundThe Impact of Destructive Leadership on Followers' Well-being
Metin-Orta, I. (2021) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-80043-180-520211007 · Cited by 3
Nasim, A., & Siddiqui, D. A. (2020) · Global Journal of Educational Studies · doi:10.5296/gjes.v7i1.18860 · Cited by 3
“When employees feel frail and powerless of influencing significant change with their supervisor directly, employees may decide to direct their hostility generally toward the organization rather than their leaders (Tepper et al., 2009; Xu et al., 2012; Schyns & Schilling, 2013).”
Using Meta-Analysis/Systematic Review to Examine Corporate Compliance
Schell-Busey, N. M. (2022) · Cambridge University Press eBooks · doi:10.1017/9781108770941.015 · Cited by 3
Gesundheitsförderliche Führung diagnostizieren und umsetzen
Pischel, S., Felfe, J., Krick, A., & Pundt, F. (2023) · Springer Reference Psychologie · doi:10.1007/978-3-642-55213-7_17-2 · Cited by 3
Coping with Interpersonal Mistreatment
Michalak, R., Kiffin‐Petersen, S. A., & Ashkanasy, N. M. (2017) · doi:10.1002/9781118993811.ch22 · Cited by 3
Counterproductive Work Behavior (CWB)
Zhou, Z. E. (2018) · doi:10.1093/obo/9780199846740-0143 · Cited by 3
Kermond, C. M. Y., & Schaubroeck, J. M. (2015) · Elsevier eBooks · doi:10.1016/b978-0-08-097086-8.22005-9 · Cited by 3
Leadership and the Use of Technology: Health Implications
Dolce, V., Ghislieri, C., Molino, M., & Vayre, É. (2022) · Wiley eBooks · doi:10.1002/9781119988434.ch3 · Cited by 3
Wirawan, H. (2023) · International Journal of Educational Administration Management and Leadership · doi:10.51629/ijeamal.v4i2.167 · Cited by 2
“According to a meta-analysis conducted by Schyns and Schilling (2013), destructive leadership can negatively affect subordinates’ attitudes toward leaders, their psychological well-being, and performance.”
BackgroundMethodImran, M. K., Nadeem, M., Fatima, T., Sarwar, A., & Shabeer, S. (2024) · Global Business Review · doi:10.1177/09721509241251979 · Cited by 2
Pang, Y., Wu, H., Wang, X., & Shi, M. (2024) · Journal of Business Research · doi:10.1016/j.jbusres.2024.114995 · Cited by 2
Imposter Syndrome and Genuine Imposterism in Academic Leadership Contexts
Leick, B., & Köstner, E. (2024) · Advances in educational marketing, administration, and leadership book series · doi:10.4018/979-8-3693-3534-5.ch007 · Cited by 2
The manipulation dilemma: leadership pitfalls in a post-pandemic workplace
Howe, D. C., Chauhan, R. S., & Nachmias, S. (2025) · Human Resource Development International · doi:10.1080/13678868.2025.2480056 · Cited by 2
“This form of manipulative leadership is particularly dangerous because it can prompt the departure of employees who possess rare and valuable skills and knowledge that cannot easily be replaced (Schyns & Schilling, 2013).”
Tu, Y., Fan, Y., Wang, S., Chen, S., & He, W. (2025) · Asia Pacific Journal of Management · doi:10.1007/s10490-025-10034-4 · Cited by 2
“As a form of destructive leadership, abusive supervision is characterized by unethical, hostile, and aggressive treatment of employees (Schyns & Schilling, 2013; Mackey et al., 2017 ; Tepper, 2007 ).”
Counterproductive Work Behavior: A Comprehensive Bibliometric Analysis
Ülbeği, İ. D., & İplik, E. (2025) · SAGE Open · doi:10.1177/21582440251359396 · Cited by 2
Klasmeier, K. N., Schyns, B., Prasad, A., Śliwa, M., & Braun, S. H. (2025) · Group & Organization Management · doi:10.1177/10596011251376494 · Cited by 3
“…and destructive forms of leadership simultaneously (e.g., Arnold et al., 2017; Thoroughgood et al., 2018), and that destructive leadership is related to employee psychological functioning beyond the in fl uence of constructive leadership (e.g., Montano et al., 2023; Schyns & Schilling, 2013).”
Self-citationHelicopter Bosses: Development and Validation of the Micromanagement Scale
Deen, C. M., Kiewitz, C., Kim, J., Restubog, S. L. D., Chih, Y., & Tang, R. L. (2025) · Journal of Management · doi:10.1177/01492063251378092 · Cited by 2
Jun, K., & Lee, J. (2025) · Evidence-based HRM a Global Forum for Empirical Scholarship · doi:10.1108/ebhrm-06-2025-0249 · Cited by 2
The Dark Pyramid: Unpacking the Multidimensional Nature of the Dark Side of Leadership
Stephenson, P., Bolden, R., & Witzel, M. L. (2026) · British Journal of Management · doi:10.1111/1467-8551.70057 · Cited by 2
Exploitative Leadership: An Exploratory Focus Group Study of Young Professionals
Vilser, M., & Wein, L. (2026) · Employee Responsibilities and Rights Journal · doi:10.1007/s10672-026-09580-w · Cited by 2
Jasper, L., & Borchert, M. (2026) · Human Resource Management Review · doi:10.1016/j.hrmr.2026.101169 · Cited by 2
Brandebo, M. F. (2015) · Cited by 2
Lee, J.-G., & Lee, K.-H. (2016) · Journal of Digital Convergence · doi:10.14400/jdc.2016.14.10.217 · Cited by 2
“이러한 직무만족을 위해서는 무엇보다도 조직의 리더 행동이 매우 중요하다는 것을 알 수 있다[16].”
Taştan, S. B. (2019) · Istanbul Management Journal · doi:10.26650/imj.2019.87.0003 · Cited by 2
What Is Pseudo-Transformational Leadership?
Tomas, C. M. M., Pinto-López, I. N., & Montaudon-Tomas, I. M. (2020) · Advances in logistics, operations, and management science book series · doi:10.4018/978-1-5225-8266-3.ch002 · Cited by 2
Auftragsklärung im Coaching – eine Multi-Stakeholder-Perspektive
Squarra, A., & Webers, T. (2020) · Coaching | Theorie & Praxis · doi:10.1365/s40896-020-00041-1 · Cited by 2
Reif, J. A. M., Spieß, E., & Pfaffinger, K. F. (2021) · Springer eBooks · doi:10.1007/978-3-030-58498-6_2 · Cited by 3
Öğretmenlerin Yıkıcı Liderlik Davranışlarının Belirlenmesine Yönelik Nitel Bir Araştırma
Karsantık, İ., & BOZKURT, D. Ü. (2021) · Eğitim Bilimleri Dergisi · doi:10.15285/maruaebd.871265 · Cited by 2
Yıkıcı Liderlik ile Algılanan Örgütsel Engel Arasındaki İlişkinin İncelenmesi
Çetin, M., & Maral, M. (2021) · Opus uluslararası toplum araştırmaları dergisi · doi:10.26466/opus.843064 · Cited by 2
Sweden’s Covid-19 Strategy from a Leadership Perspective: Importance of Trust and Role Models
Brandebo, M. F. (2021) · Emerald Group Publishing Limited eBooks · doi:10.1108/s1876-066x20220000036013 · Cited by 2
Führung und Gesundheit der Beschäftigten
Gregersen, S., Vincent‐Höper, S., Schambortski, H., & Nienhaus, A. (2018) · Springer eBooks · doi:10.1007/978-3-658-06477-8_19-1 · Cited by 2
Johansson, M., & Andersson, L. E. (2022) · Scandinavian Journal of Work and Organizational Psychology · doi:10.16993/sjwop.131 · Cited by 4
The Relationship Between Intellectual Capital and Competitive Advantage: A Meta-Analysis Study
KILIÇLI, Y. (2022) · Akademik Araştırmalar ve Çalışmalar Dergisi (AKAD) · doi:10.20990/kilisiibfakademik.1149041 · Cited by 3
Marshall, H. (2023) · Journal of Leadership Studies · doi:10.1002/jls.21832 · Cited by 2
Coproducing leadership: a reason to resist destructive leaders
Almeida, T., Ramalho, N. C., & Esteves, F. G. (2023) · Leadership & Organization Development Journal · doi:10.1108/lodj-09-2021-0427 · Cited by 5
Burnout Syndrome - Characteristics and Interventions
Motta, R. W. (2023) · IntechOpen eBooks · doi:10.5772/intechopen.110960 · Cited by 5
Personality Traits and Charismatic Leader: An Innovative Perspective on Leadership
Γιαννούκου, Ι. (2023) · Technium Business and Management · doi:10.47577/business.v6i.9578 · Cited by 3
“The dark triad, in its essence, is associated with both constructive organizational conduct, as indicated by O'Boyle et al. (2012), and counterproductive behavior, as highlighted by Schyns and Schilling (2013), thereby establishing a correlation between the dark triad and these outcomes.”
BackgroundHassan, T., & Berkovich, I. (2024) · International Journal of Educational Management · doi:10.1108/ijem-10-2023-0533 · Cited by 7
Mebratie, E., & Shanbel, B. (2024) · Cogent Business & Management · doi:10.1080/23311975.2024.2315696 · Cited by 2
Why Does Unethical Behavior in Organizations Occur?
Russ-Eft, D. F., & Burton, A. (2024) · Springer eBooks · doi:10.1007/978-3-031-38727-2_3 · Cited by 2
Leadership Behavior, Stress, and Presenteeism: A Cross-Cultural Comparison
Czakert, J. P., Reif, J. A. M., & Berger, R. (2022) · ScholarWorks - GVSU (Grand Valley State University) · doi:10.4087/hpfu6367 · Cited by 2
Younas, A., & Saleem, K. (2024) · Advances in Social Sciences Research Journal · doi:10.14738/assrj.113.16722 · Cited by 2
Dark Leadership and Emotional Intelligence
Higgs, M. J., & Dulewicz, V. (2024) · Springer eBooks · doi:10.1007/978-3-031-48970-9_12 · Cited by 2
How good can bad leaders be? The opportunity costs of leader selection
Légeret, M., Zehnder, C., & Tur, B. (2024) · The Leadership Quarterly · doi:10.1016/j.leaqua.2024.101856 · Cited by 2
Reversing the Lens: Positioning Followership as a Partnership in Reciprocal Leading
Ferrari, F., Bugli, B., & Coker, D. C. (2024) · Springer studies on populism, identity politics and social justice · doi:10.1007/978-3-031-69610-7_3 · Cited by 2
A Visualized Review of Research on Unethical Behavior in Organizations
Yuan, Y., Zhu, L., Li, Q., Liu, J., Liu, C., & Chen, C. (2025) · Business Ethics the Environment & Responsibility · doi:10.1111/beer.12778 · Cited by 2
Wilmot, A.-M. (2025) · Power and Education · doi:10.1177/17577438241312609 · Cited by 2
Reinhold, M., Stenling, A., Keisu, B., Lundmark, R., & Tafvelin, S. (2025) · BMC Psychology · doi:10.1186/s40359-025-02566-7 · Cited by 5
“Research has shown negative effects of destructive leadership, including reduced productivity, counterproductive work behavior, decreased well-being, absenteeism, and increased turnover intention among employees [5, 6].”
InfluentialReviewing the romance of leadership literature: A trivializing, underdeveloped love affair?
Kukreja, P., Pandey, J., & Vogel, B. (2025) · European Management Journal · doi:10.1016/j.emj.2025.04.010 · Cited by 2
Kong, L., Liu, S., Liu, L., & Yu, S. (2025) · BMC Psychology · doi:10.1186/s40359-025-02791-0 · Cited by 2
“In recent years, more and more scholars have expanded the focus of leadership research to its dark side [1, 2], resulting in a series of studies on different types of negative leadership, such as abusive leadership [3–5], authori-tarian leadership [6], destructive leadership [1, 7], and…”
Bernstein, E. S., & Li, S. X. (2025) · Management Science · doi:10.1287/mnsc.2022.02395 · Cited by 2
Radek, P. (2019) · Management Sciences · doi:10.15611/ms.2019.2.02 · Cited by 2
Borner, H. E., & Lassowski, S. (2019) · International Journal of Public Leadership · doi:10.1108/ijpl-06-2019-0035 · Cited by 2
Orunbon, N. O. (2020) · doi:10.7176/jep/11-11-05 · Cited by 2
“This finding corroborates the findings of Schyns and Schilling (2013) whose results showed the expected correlation between toxic leadership and such constructs as follower outcomes, diligence, commitment, loyalty, being productive and behaviours, resistance toward the leader, retention/turnover,…”
ResultCorporate governance and leadership the board as the nexus of leadership-in-governance
Cikaliuk, M., Eraković, L., Jackson, B., Noonan, C., & Watson, S. M. (2020) · Cited by 2
Dispositional Characteristics of Abusive Supervisors
Arendt, J. F. W., Bettac, E. L., Gammel, J. H., & Rauthmann, J. F. (2021) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-80043-180-520211006 · Cited by 3
İSTİSMARCI YÖNETİM VE ETİK İKLİMİN ÖRGÜTSEL SAPMA ÜZERİNDEKİ ETKİSİ
Taşpınar, Y., & ERYEŞİL, K. (2021) · 3 SEKTÖR SOSYAL EKONOMİ DERGİSİ · doi:10.15659/3.sektor-sosyal-ekonomi.21.04.1539 · Cited by 2
Leadership malpractice: exposing the reality underpinning unleaderly behaviour
Branson, C. M., & Marra, M. J. (2021) · International Journal of Contemporary Management · doi:10.2478/ijcm-2021-0015 · Cited by 2
“Hence, there is a growing pool of literature describing bad (Schyns & Schilling, 2013), destructive (Branson & Marra, 2020; Erickson, Shaw, Murray & Branch, 2015; Krasikova, Green & LeBreton, 2013; Lu, Ling, Wu & Liu, 2012; Shaw, Erickson & Harvey, 2011; Thoroughgood, Tate, Sawyer & Jacobs, 2012;…”
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
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
