Abstract
| 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 Leadership. / Shaw, Ben; Erickson, Anthony; Harvey, Michael.
2012. Poster session presented at Research Week 2012, Gold Coast, Australia.Research output: Contribution to conference › Poster › Research
TY - CONF
T1 - Destructive Leadership
AU - Shaw, Ben
AU - Erickson, Anthony
AU - Harvey, Michael
PY - 2012
Y1 - 2012
N2 - 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.
AB - 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.
M3 - Poster
ER -