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Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition

Author

Listed:
  • Christian N. Thoroughgood

    (Villanova University)

  • Katina B. Sawyer

    (Villanova University)

  • Art Padilla

    (University of Arizona)

  • Laura Lunsford

    (University of Arizona – South)

Abstract

Over the last 25 years, there has been an increasing fascination with the “dark” side of leadership. The term “destructive leadership” has been used as an overarching expression to describe various “bad” leader behaviors believed to be associated with harmful consequences for followers and organizations. Yet, there is a general consensus and appreciation in the broader leadership literature that leadership represents much more than the behaviors of those in positions of influence. It is a dynamic, cocreational process between leaders, followers, and environments, the product of which contributes to group and organizational outcomes. In this paper, we argue that, despite this more holistic recognition of leadership processes within the broader leadership literature, current conceptualizations and analyses of destructive leadership continue to focus too heavily on behaviors and characteristics of “bad” leaders. In our view, to achieve a more balanced understanding of destructive leadership, it is important to adopt more integrative approaches that are based in the contemporary leadership discourse and that recognize flawed or toxic leaders, susceptible followers, and conducive environments as interdependent elements of a broader destructive leadership process. To this end, we offer a critique of the destructive leadership literature, propose a broader definition of destructive leadership, and highlight gaps in our understanding of leaders, followers, and environments in contributing to destructive leadership processes. Finally, we conclude by discussing strategies for examining destructive leadership in a broader, more holistic fashion.

Suggested Citation

  • Christian N. Thoroughgood & Katina B. Sawyer & Art Padilla & Laura Lunsford, 2018. "Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition," Journal of Business Ethics, Springer, vol. 151(3), pages 627-649, September.
    • Handle: RePEc:kap:jbuset:v:151:y:2018:i:3:d:10.1007_s10551-016-3257-9
    DOI: 10.1007/s10551-016-3257-9
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    References listed on IDEAS

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    1. Luthans, Fred & Peterson, Suzanne J. & Ibrayeva, Elina, 1998. "The potential for the "dark side" of leadership in post communist countries," Journal of World Business, Elsevier, vol. 33(2), pages 185-201, July.
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    Cited by:

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    2. Mackey, Jeremy D. & Parker Ellen, B. & McAllister, Charn P. & Alexander, Katherine C., 2021. "The dark side of leadership: A systematic literature review and meta-analysis of destructive leadership research," Journal of Business Research, Elsevier, vol. 132(C), pages 705-718.
    3. L. Maxim Laurijssen & Barbara Wisse & Stacey Sanders & Ed Sleebos, 2024. "How to Neutralize Primary Psychopathic Leaders’ Damaging Impact: Rules, Sanctions, and Transparency," Journal of Business Ethics, Springer, vol. 189(2), pages 365-383, January.
    4. Theresa Fehn & Astrid Schütz, 2021. "What You Get is What You See: Other-Rated but not Self-Rated Leaders’ Narcissistic Rivalry Affects Followers Negatively," Journal of Business Ethics, Springer, vol. 174(3), pages 549-566, December.
    5. Dirk De Clercq & Tasneem Fatima & Sadia Jahanzeb, 2021. "Ingratiating with Despotic Leaders to Gain Status: The Role of Power Distance Orientation and Self-enhancement Motive," Journal of Business Ethics, Springer, vol. 171(1), pages 157-174, June.
    6. Iris K. Gauglitz & Birgit Schyns & Theresa Fehn & Astrid Schütz, 2023. "The Dark Side of Leader Narcissism: The Relationship Between Leaders’ Narcissistic Rivalry and Abusive Supervision," Journal of Business Ethics, Springer, vol. 185(1), pages 169-184, June.
    7. Maxim Egorov & Karianne Kalshoven & Armin Pircher Verdorfer & Claudia Peus, 2020. "It’s a Match: Moralization and the Effects of Moral Foundations Congruence on Ethical and Unethical Leadership Perception," Journal of Business Ethics, Springer, vol. 167(4), pages 707-723, December.
    8. Christian N. Thoroughgood & Kiyoung Lee & Katina B. Sawyer & Thomas J. Zagenczyk, 2022. "Change is Coming, Time to Undermine? Examining the Countervailing Effects of Anticipated Organizational Change and Coworker Exchange Quality on the Relationship Between Machiavellianism and Social Und," Journal of Business Ethics, Springer, vol. 181(3), pages 701-720, December.
    9. Agata Mirowska & Raymond B. Chiu & Rick D. Hackett, 2022. "The Allure of Tyrannical Leaders: Moral Foundations, Belief in a Dangerous World, and Follower Gender," Journal of Business Ethics, Springer, vol. 181(2), pages 355-374, November.

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