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  • 1
    UID:
    gbv_1903233755
    ISBN: 9781800431829
    Inhalt: The term “destructive leadership” has been utilized as an overarching expression to refer to various “bad” leader behaviors thought to be associated with damaging outcomes for followers and organizations. Yet, there is a recognition in the broader leadership literature that leadership involves much more than the behaviors of leaders . It is a dynamic, cocreational process that unfolds between leaders, followers, and environments, the product of which results in group outcomes. In this chapter, I argue that in order to achieve a more balanced view on destructive leadership, it is vital to develop more integrative approaches that are grounded 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, I provide a critique of the extant literature, propose a broader definition of destructive leadership, and discuss strategies to examine destructive leadership in a broader, holistic manner.
    In: Camgoz, Selin Metin ISBN, Destructive leadership and management hypocrisy, Bingley, U.K. : Emerald Publishing Limited, 2021, (2021), Seite 3-20, 9781800431829
    In: Emerald Publishing Limited, 9781800431805
    In: year:2021
    In: pages:3-20
    Sprache: Englisch
    URL: Volltext  (Deutschlandweit zugänglich)
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  • 2
    UID:
    gbv_1903233747
    ISBN: 9781800431829
    Inhalt: Research has overwhelmingly focused on the positive side of leadership in the past. However, research into negative aspects of leadership is picking up pace. This chapter will provide an overview of two prominent aspects of negative leadership, namely, abusive supervision and laissez-faire leadership. Research has shown that both types of leadership have significant negative consequences both for organisations as a whole as well as individual followers. Examples include lower job satisfaction, stress, as well as lowered performances and a higher likelihood of counter-productive work behaviour. Both abusive supervision and laissez-faire researchers acknowledge that these leadership styles take effect through the perception of followers. That is, they consider that the same behaviour can be interpreted differently by different followers and will, hence, lead to different follower-related outcomes. Abusive supervision and laissez-faire are, however, very different in terms of the actual leader behaviours described. While abusive supervision is a style that is actively destructive, laissez-faire is destructive via lack of support for followers' goal achievement. We end the chapter with an outlook for future research, notably an attempt to systematise future research into destructive leadership with respect to the different forms it can take.
    In: Camgoz, Selin Metin ISBN, Destructive leadership and management hypocrisy, Bingley, U.K. : Emerald Publishing Limited, 2021, (2021), Seite 21-34, 9781800431829
    In: Emerald Publishing Limited, 9781800431805
    In: year:2021
    In: pages:21-34
    Sprache: Englisch
    URL: Volltext  (Deutschlandweit zugänglich)
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  • 3
    UID:
    gbv_1903233682
    ISBN: 9781800431829
    Inhalt: A growing body of research with contributions from different parts of the world documents accounts and analyses of negative behaviors by persons in leadership positions. Researchers today are acknowledging and paying increasing attention to the consequences of leadership that is characterized as being destructive. The chapter outlines organizational outcomes of destructive leadership and aims to emphasize the person–situation interaction in explaining these organizational phenomena. Both the direct outcomes that result from poor decision-making and the indirect effects that emerge as a consequence of the destructive leader's negative impact on the followers are discussed.
    In: Camgoz, Selin Metin ISBN, Destructive leadership and management hypocrisy, Bingley, U.K. : Emerald Publishing Limited, 2021, (2021), Seite 117-127, 9781800431829
    In: Emerald Publishing Limited, 9781800431805
    In: year:2021
    In: pages:117-127
    Sprache: Englisch
    URL: Volltext  (Deutschlandweit zugänglich)
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  • 4
    UID:
    gbv_1903233607
    ISBN: 9781800431829
    Inhalt: For many years, researchers from management, psychology, sociology, and other disciplines have studied not only the differences that gender makes in the style of managers' leadership but also how the gender of the subordinates affects their perceptions about the different behavior of male and female leaders. Those studies mostly focused on gender and constructive leadership styles, thus neglecting potential destructive aspects of leadership. Therefore, this chapter aims to understand the relationship between men and women and the observations of employees regarding the destructive leadership behaviors of both male and female managers. The results of the study, which was conducted with 130 participants who have been working under different managers, highlight several issues and interpret them in terms of the different psychological and sociological theories and models.
    In: Camgoz, Selin Metin ISBN, Destructive leadership and management hypocrisy, Bingley, U.K. : Emerald Publishing Limited, 2021, (2021), Seite 239-254, 9781800431829
    In: Emerald Publishing Limited, 9781800431805
    In: year:2021
    In: pages:239-254
    Sprache: Englisch
    URL: Volltext  (Deutschlandweit zugänglich)
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  • 5
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    UID:
    gbv_1903233585
    ISBN: 9781800431829
    In: Camgoz, Selin Metin ISBN, Destructive leadership and management hypocrisy, Bingley, U.K. : Emerald Publishing Limited, 2021, (2021), Seite i-xxxi, 9781800431829
    In: Emerald Publishing Limited, 9781800431805
    In: year:2021
    In: pages:i-xxxi
    Sprache: Englisch
    URL: Volltext  (Deutschlandweit zugänglich)
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  • 6
    UID:
    gbv_1903233704
    ISBN: 9781800431829
    Inhalt: This chapter provides an overview of research on dispositional supervisor characteristics as well as specific individual-level antecedents, correlates, boundary conditions and processes of supervisors who display hostile verbal and nonverbal behaviours towards their followers (i.e., abusive supervision). More specifically, empirical research findings on the relationships between specific supervisor characteristics and subordinate-rated perceptions of abusive supervisor behaviours are summarized and critically discussed. To better understand what contributes to abusive supervision, the moderating role of follower characteristics and the greater organizational context are taken into account as well. The chapter closes with an integrated process model of abusive supervision, an outlook and suggestions for future research.
    In: Camgoz, Selin Metin ISBN, Destructive leadership and management hypocrisy, Bingley, U.K. : Emerald Publishing Limited, 2021, (2021), Seite 83-98, 9781800431829
    In: Emerald Publishing Limited, 9781800431805
    In: year:2021
    In: pages:83-98
    Sprache: Englisch
    URL: Volltext  (Deutschlandweit zugänglich)
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  • 7
    UID:
    gbv_1903233712
    ISBN: 9781800431829
    Inhalt: The study of corporate psychopaths has gone from something which some academic peers found somewhat incredible, and even laughable, in 2005, to an area where an increasing amount of research is taking place across many disciplines. The paradigmatic view in 2005 was that psychopaths were criminal and, therefore, to be found in prisons and not in ‘respectable’ corporations. That chapters like this on corporate psychopaths and destructive leadership are now invited in 2020 for inclusion in academic management books that illustrates how relatively quickly the idea that psychopaths are found in corporations has gained acceptance. Nonetheless, destructive, unethical and psychopathic leadership is, by and large, still unexpected in the workplace, and this magnifies its impact as employees struggle to know how to deal with it. Such destructive leadership is also jarring and quite often traumatic for the employees concerned as well as being damaging to the organisations involved. This chapter examines psychopathic leadership and outlines its importance. This subject has been covered before in books and other chapters which describe psychopaths as organisational destroyers and producers of a climate of fear. Therefore, an aim of this chapter is to present some of the most up-to-date findings on corporate psychopaths and how they influence their environment via abusive supervision involving discrimination, ridicule and lowered job satisfaction. Abusiveness and unfairness lead to employees experiencing workplace stress and reduced mental health. The implications of corporate psychopathy for corporate legal responsibility are only just being considered as lawyers, ethicists and philosophers engage with this difficult subject.
    In: Camgoz, Selin Metin ISBN, Destructive leadership and management hypocrisy, Bingley, U.K. : Emerald Publishing Limited, 2021, (2021), Seite 67-81, 9781800431829
    In: Emerald Publishing Limited, 9781800431805
    In: year:2021
    In: pages:67-81
    Sprache: Englisch
    URL: Volltext  (Deutschlandweit zugänglich)
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  • 8
    UID:
    gbv_1903233720
    ISBN: 9781800431829
    Inhalt: There are several permutations of destructive leadership types. Most involve active leadership actions, but some involve passive actions (or lack of leadership). A review of the literature reveals a relative dearth of root causes of destructive leadership type, but a reasonable sampling of causal factors and predictors of destructive leadership results. The author focuses on three relevant and representative destructive leadership types: Pseudotransformational, Laissez-Faire, and Unethical, and scoured the literature for root causes, causal factors, and predictors related to each. He further compared and contrasted these leadership types to differentiate their similarities and differences and discussed the causal factors and predictors associated with the operationalization of these leadership styles.
    In: Camgoz, Selin Metin ISBN, Destructive leadership and management hypocrisy, Bingley, U.K. : Emerald Publishing Limited, 2021, (2021), Seite 49-66, 9781800431829
    In: Emerald Publishing Limited, 9781800431805
    In: year:2021
    In: pages:49-66
    Sprache: Englisch
    URL: Volltext  (Deutschlandweit zugänglich)
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  • 9
    UID:
    gbv_1903233674
    ISBN: 9781800431829
    Inhalt: Hypocrisy is a widely recognized concept in both academic literature and popular media. However, very few studies have examined the reflections of hypocrisy in leader's behaviors in organizational behavior literature. Leader hypocrisy mainly refers to the misalignment between words and deeds of a leader. This chapter first provides a review of the concept of hypocrisy and its various conceptualizations in philosophy, social psychology, and organizational behavior literatures. The chapter then focuses on the implications of leader hypocrisy for organizations and its members by presenting the studies conducted on the emotional, attitudinal, and behavioral consequences of leader hypocrisy (word–deed misalignment) and leader behavioral integrity (word–deed alignment). Moreover, some of the gaps in the literature are identified, and suggestions are made for future research on the topic.
    In: Camgoz, Selin Metin ISBN, Destructive leadership and management hypocrisy, Bingley, U.K. : Emerald Publishing Limited, 2021, (2021), Seite 129-141, 9781800431829
    In: Emerald Publishing Limited, 9781800431805
    In: year:2021
    In: pages:129-141
    Sprache: Englisch
    URL: Volltext  (Deutschlandweit zugänglich)
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  • 10
    UID:
    gbv_1903233631
    ISBN: 9781800431829
    Inhalt: Organizations are investing their resources to identify effective leaders; however, the most commonly utilized assessments of leadership potential do not cover the social cognitions of individuals. Trait assessments, which are explicit in nature, also have other problems, including faking and socially desirable responding. In this chapter, we highlight the importance of leaders' implicit reasoning processes, with a particular focus on cognitive biases, in an attempt to understand how destructive leaders frame the world, situations and people and how they justify their choice of behaviours and decisions. Empirical evidence in the literature supports the valid use of implicit reasoning measurements in organizational contexts. Thus, we first summarize and list the cognitive biases of destructive leaders as identified in the literature. We then turn our focus on Machiavellian leaders as they have been associated with destructive leadership. We present the most common six cognitive biases and justification mechanisms of Machiavellian leaders based on our qualitative analysis of interview responses from 72 employees. We aim to encourage researchers and practitioners to make use of the literature on implicit reasoning and to further contribute to developing measures assessing such implicit reasoning processes.
    In: Camgoz, Selin Metin ISBN, Destructive leadership and management hypocrisy, Bingley, U.K. : Emerald Publishing Limited, 2021, (2021), Seite 197-209, 9781800431829
    In: Emerald Publishing Limited, 9781800431805
    In: year:2021
    In: pages:197-209
    Sprache: Englisch
    URL: Volltext  (Deutschlandweit zugänglich)
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