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The Prevalence of Destructive Leadership Behaviour
Author(s) -
Aasland Merethe Schanke,
Skogstad Anders,
Notelaers Guy,
Nielsen Morten Birkeland,
Einarsen Ståle
Publication year - 2010
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/j.1467-8551.2009.00672.x
Subject(s) - constructive , perspective (graphical) , leadership style , leadership , servant leadership , transactional leadership , psychology , leadership studies , shared leadership , sample (material) , workforce , social psychology , political science , computer science , artificial intelligence , law , physics , process (computing) , operating system , thermodynamics
This study investigates the prevalence of the four types of destructive leadership behaviour in the destructive and constructive leadership behaviour model, in a representative sample of the Norwegian workforce. The study employs two estimation methods: the operational classification method (OCM) and latent class cluster (LCC) analysis. The total prevalence of destructive leadership behaviour varied from 33.5% (OCM) to 61% (LCC), indicating that destructive leadership is not an anomaly. Destructive leadership comes in many shapes and forms, with passive forms prevailing over more active ones. The results showed that laissez‐faire leadership behaviour was the most prevalent destructive leadership behaviour, followed by supportive–disloyal leadership and derailed leadership, while tyrannical leadership behaviour was the least prevalent destructive leadership behaviour. Furthermore, many leaders display constructive as well as destructive behaviours, indicating that leadership is not either constructive or destructive. The study contributes to a broader theoretical perspective on what must be seen as typical behaviour among leaders.