Destructive Leadership

Ben Shaw; Anthony Erickson; Michael Harvey

Destructive Leadership

Ben Shaw, Anthony Erickson, Michael Harvey

Bond Business School

Research output: Contribution to conference › Poster › Research

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Abstract

Our research, based on factor and cluster analyses of 127 questions answered by a combined sample of 1165 respondents from around the world, suggests that there are a variety of ways for leaders to be harmful to the people they supervise and the organisations to which they belong. Seven “types” of destructive leaders based on cluster analyses of factor scores are described in the panels to the right. Destructive leadership lowers productivity and financial performance. It makes employees angry, lowers their self-esteem and causes them to engage in more “political” behaviour.

Original language	English
Publication status	Published - 2012
Event	Research Week 2012 - Bond University, Gold Coast, Australia Duration: 4 Sep 2012 → 7 Sep 2012

Conference

Conference	Research Week 2012
Country	Australia
City	Gold Coast
Period	4/09/12 → 7/09/12

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Destructive_LeadershipFinal published version, 682 KBLicence: CC BY-NC-ND

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Shaw, B., Erickson, A., & Harvey, M. (2012). Destructive Leadership. Poster session presented at Research Week 2012, Gold Coast, Australia.

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