Destructive leadership: Causes, consequences and countermeasures

Anthony Erickson, Ben Shaw, Jane Murray, Sara Branch

Research output: Contribution to journalArticleResearchpeer-review

3 Citations (Scopus)

Abstract

Extract:In 2010, David Matsuda, an anthropology professor, was asked to study why almost 30 U.S. soldiers in Iraq had committed or attempted suicide in the past year. His investigation showed that while those soldiers often had major problems in their personal lives, the victims also had in common at least one leader (sometimes a couple of leaders) who made their lives hell. While the evidence did not show that the soldiers’ leaders directly caused them to commit or attempt suicide, it did support the notion that the leaders who had made their lives hell had helped to push them over the brink. It was this finding that forced the U.S. military to confront the problem of‘‘toxic’’ leadership in the army.
Original languageEnglish
Pages (from-to)266-272
Number of pages7
JournalOrganizational Dynamics
Volume44
Issue number4
DOIs
Publication statusPublished - 1 Oct 2015

Fingerprint

Military Personnel
soldier
leadership
leader
cause
Iraq
Attempted Suicide
Anthropology
Suicide
suicide attempt
suicide
military
anthropology
university teacher
Military
Countermeasures
evidence

Cite this

Erickson, Anthony ; Shaw, Ben ; Murray, Jane ; Branch, Sara. / Destructive leadership: Causes, consequences and countermeasures. In: Organizational Dynamics. 2015 ; Vol. 44, No. 4. pp. 266-272.
@article{659d90ad263f4249982f008f43d318fd,
title = "Destructive leadership: Causes, consequences and countermeasures",
abstract = "Extract:In 2010, David Matsuda, an anthropology professor, was asked to study why almost 30 U.S. soldiers in Iraq had committed or attempted suicide in the past year. His investigation showed that while those soldiers often had major problems in their personal lives, the victims also had in common at least one leader (sometimes a couple of leaders) who made their lives hell. While the evidence did not show that the soldiers’ leaders directly caused them to commit or attempt suicide, it did support the notion that the leaders who had made their lives hell had helped to push them over the brink. It was this finding that forced the U.S. military to confront the problem of‘‘toxic’’ leadership in the army.",
author = "Anthony Erickson and Ben Shaw and Jane Murray and Sara Branch",
year = "2015",
month = "10",
day = "1",
doi = "10.1016/j.orgdyn.2015.09.003",
language = "English",
volume = "44",
pages = "266--272",
journal = "Organizational Dynamics",
issn = "0090-2616",
publisher = "Elsevier BV",
number = "4",

}

Destructive leadership: Causes, consequences and countermeasures. / Erickson, Anthony; Shaw, Ben; Murray, Jane; Branch, Sara.

In: Organizational Dynamics, Vol. 44, No. 4, 01.10.2015, p. 266-272.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Destructive leadership: Causes, consequences and countermeasures

AU - Erickson, Anthony

AU - Shaw, Ben

AU - Murray, Jane

AU - Branch, Sara

PY - 2015/10/1

Y1 - 2015/10/1

N2 - Extract:In 2010, David Matsuda, an anthropology professor, was asked to study why almost 30 U.S. soldiers in Iraq had committed or attempted suicide in the past year. His investigation showed that while those soldiers often had major problems in their personal lives, the victims also had in common at least one leader (sometimes a couple of leaders) who made their lives hell. While the evidence did not show that the soldiers’ leaders directly caused them to commit or attempt suicide, it did support the notion that the leaders who had made their lives hell had helped to push them over the brink. It was this finding that forced the U.S. military to confront the problem of‘‘toxic’’ leadership in the army.

AB - Extract:In 2010, David Matsuda, an anthropology professor, was asked to study why almost 30 U.S. soldiers in Iraq had committed or attempted suicide in the past year. His investigation showed that while those soldiers often had major problems in their personal lives, the victims also had in common at least one leader (sometimes a couple of leaders) who made their lives hell. While the evidence did not show that the soldiers’ leaders directly caused them to commit or attempt suicide, it did support the notion that the leaders who had made their lives hell had helped to push them over the brink. It was this finding that forced the U.S. military to confront the problem of‘‘toxic’’ leadership in the army.

UR - http://www.scopus.com/inward/record.url?scp=84952716610&partnerID=8YFLogxK

U2 - 10.1016/j.orgdyn.2015.09.003

DO - 10.1016/j.orgdyn.2015.09.003

M3 - Article

VL - 44

SP - 266

EP - 272

JO - Organizational Dynamics

JF - Organizational Dynamics

SN - 0090-2616

IS - 4

ER -