Index

Destructive Leadership and Management Hypocrisy

ISBN: 978-1-80043-181-2, eISBN: 978-1-80043-180-5

Publication date: 8 July 2021

This content is currently only available as a PDF

Citation

(2021), "Index", Camgöz, S.M. and Ekmekci, Ö.T. (Ed.) Destructive Leadership and Management Hypocrisy, Emerald Publishing Limited, Bingley, pp. 281-286. https://doi.org/10.1108/978-1-80043-180-520211022

Publisher

:

Emerald Publishing Limited

Copyright © 2021 by Emerald Publishing Limited


INDEX

Aasland, M. S.
, 183–184

Abusive leadership
, 28–29

Abusive supervision
, 5, 12, 22, 41, 83–84, 93, 102–103, 147–148, 243

antecedents
, 23–24, 84, 86

consequences
, 84

construct
, 84

definition
, 22–23, 84–85

emergence
, 23–24

outcomes
, 22–23

personality characteristics
, 86–91

supervisor traits
, 85

Active-failed leadership
, 232–233

Actor–partner interdependence model (APIM)
, 44

Affective Events Theory
, 109

Agabe, Z.
, 184

Agentic bias
, 200–201

Agreeableness (Big Five)
, 85

Amazon
, 165

COVID-19
, 173–174

customers
, 172

employees
, 171–172

human resources
, 171

14 Leadership Principles
, 168

market cap
, 167–168

suppliers
, 170

system-wide effects
, 172–173

toxic illusio
, 169

Anger
, 103–104

Animalisation, rhetoric of
, 216–219

Antecedents, abusive supervision
, 23–24

Anti-organizational behaviors
, 230, 245

Anti-organization leadership
, 36

Anti-subordinate behaviours
, 230

Anxiety
, 103–104

Anxious attachment
, 85

Ashforth, B.
, 191

Ashforth's Petty Tyranny Scale
, 191

Attachment orientations
, 89–90

Balwant, P. T.
, 190

Behavioral hypocrisy
, 130–131

Behavioural displays
, 198

Big Five
, 86

Birdi, K.
, 190

Brandebo, M. F.
, 185–188

Burnout
, 147, 150

Causal factors
, 57–63

Coercive leadership
, 28–29

Cognitive Biases

assessment
, 198–200

attribution
, 198–199

Conditional Reasoning Test (CRT)
, 199

decision-making
, 198–199

destructive leaders
, 200–202

framing proclivities
, 199

Machiavellianism (See Machiavellianism)

Collectivism
, 230–231

College application scandal
, 267–271

Conceptualization
, 102–103

hypocrisy
, 130–133

Conditional Reasoning Test (CRT)
, 199

Conducive environment
, 10–11, 17

Conscientiousness (Big Five)
, 85

Conservation of Resources Theory
, 147

Conservation of resource (COR) theory
, 106

Constructive leadership
, 27–28, 36

Constructiveness
, 15

Corporate psychopaths
, 68–70

double psychopathy double trouble
, 75

employee confusion
, 76

employee well-being
, 76

fake corporate social responsibility
, 74–75

financial decision-making
, 76

gender discrimination
, 75

schadenfreude
, 75

Corporate social responsibility (CSR)
, 69

Corruption
, 258–259

COVID-19
, 173–174

Culture
, 230–234

Customer satisfaction
, 120

Dark Triad
, 87–88

Deceptive hypocrites
, 131

Deep-level dissimilarity
, 41–42

Demographic dissimilarity
, 243

Demonology
, 219–220

Dependent attachment
, 85

Depersonalization
, 147

Depression
, 103–104

Derailed leadership
, 28–29, 36, 40–41

Derogation of target bias
, 201

Descriptive statistics
, 151–152

Destructive and constructive leadership (DCL)
, 36–37, 231

Destructive group
, 11–14

Destructive leadership (DL)
, 3–4, 22, 49–50, 68, 102–103, 232–233

conceptualizations
, 102–103, 182

DCL model
, 182–183

definition
, 118

derailed leadership behaviour
, 183–184

destructive group
, 11–14

destructive instructor-leadership scale
, 190

Destructive Leadership Questionnaire (DLQ)
, 185–186, 188–190

Destrudo-L questionnaire
, 185–188

direct effects
, 118–120

dynamic time frame
, 14–15

emotional exhaustion
, 106–108

group process
, 7–11

holistic conceptualization
, 8

indirect effects
, 120–122

laissez-faire leadership behaviour
, 183–184

leader-centrism
, 4–5

methodological approaches
, 16–17

negative affect (NA)
, 108–109

organizational outcomes
, 11–14

organization-oriented leadership behaviours
, 183

prevalence
, 35–36, 101–102

pro-organizational behaviours
, 183

repeated behavior
, 50

scale
, 183–184, 188–189

stress
, 105–106

supportive–disloyal leadership behaviour
, 183–184

systematic behavior
, 50

temporariness
, 15–16

toxic leadership scales (TLSs)
, 182

typology
, 51

tyrannical leadership behaviour
, 183–184

well-being
, 103–105

Destructiveness
, 15

Distress
, 103–104

Double psychopathy double trouble
, 75

Downward mobbing
, 146

Dynamic time frame
, 14–15

Einarsen, S.
, 183–184

Emergence, abusive supervision
, 23–24

Emotional exhaustion
, 103–104, 106, 108, 147

Emotional intelligence (EI)
, 41–42, 85, 88–89

Employee confusion
, 76

Employee well-being
, 76

Epstein donation scandal case
, 267

Erickson, A.
, 184–185

Ethical behavior
, 257

Ethical trainings
, 272–273

Excoriation on subordinates
, 233

Facebook
, 164

Failed leadership
, 28–30

Federal Bureau of Investigation (FBI)
, 258

Female participants
, 243

Financial decision-making
, 76

Financial psychopaths
, 69

Full-range model of leadership
, 24–25

Gazelle Project
, 170

Gender

abusive supervision
, 244

demographic dissimilarity
, 243

discrimination
, 75

Egalitarianism
, 228–229

gender-stereotypic behavior
, 243

leader and follower
, 242–244

leadership
, 240–241

method
, 244

perception
, 241–242

similarity–attraction theory
, 244

toxic triangle model
, 239–240

violation
, 241

Gender-stereotypic behavior
, 243

Global commodity chain
, 166

Global Leadership and Organizational Behaviour Effectiveness (GLOBE) Project
, 227–229

Global value chain (GVC)
, 163–166

Amazon
, 165, 167, 173

ethical management
, 164

toxic illusio
, 164, 166–167

toxicity
, 164

Goal-oriented influence
, 26–27

Group outcomes
, 4–5

Group processes
, 4–5

volitional behavior
, 9

Hardiness
, 147–148, 155

Harvey, M.
, 185

HEXACO
, 85

model of personality
, 24

Historiometric analysis
, 17

Honesty-humility
, 85

Hostile attribution bias
, 201

Human failings
, 214–216

Human resources (HR) practice
, 77

Hypocrisy
, 129–130, 138–139

affective and attitudinal outcomes
, 133–138

behavioral consequences
, 137–138

consequences
, 133

deceptive
, 131

emotional reactions
, 134

endogenous and exogenous
, 131–132

job and organization
, 136

misalignment
, 133

moral
, 130–131

trust
, 135

Hypotheses testing
, 151

Immense personal gains
, 217

Implicit aggression biases
, 201

Individualism–Collectivism Dimension
, 227–228

Insincere leadership
, 27–28, 30

Interlocking human stories
, 212

Jacobs, R.
, 188–189

Job satisfaction
, 120

Laissez-faire leadership (CFL)
, 22, 36, 230

vs. abusive supervision
, 24–25

climate and employee consciousness
, 120–121

outcomes
, 25

transactional leadership
, 24–25

transformational leadership
, 24–25

Laissez-faire leadership (LFL)
, 52–53, 101–102

causal factors
, 57–63

negative effect
, 53

predictors
, 63

prosocial and egotistical values
, 53

vs. pseudotransformational leadership (PTL)
, 53–54

vs. unethical leadership (UL)
, 53–54

Larsson, G.
, 185–188

Leader-centrism
, 4–5

problems
, 5–6

Leader emergence
, 4–5

Leader hypocrisy
, 133

Leader intuition bias
, 201

Leader-member exchange (LMX) theory
, 13, 37–38

Leadership

influences
, 70–71

national culture on
, 226–229

Lehman’s bankruptcy
, 217

Ling, W.
, 189–190

Liu, Y.
, 189–190

Loyalty bias
, 205

Lseth, A. M. S. B.
, 183–184

Lu, H.
, 189–190

Machiavellianism
, 39, 43, 85

destructive leadership (DL) biases
, 206–207

elimination bias
, 204

elimination bias, fear of
, 205

entitlement bias
, 205

loyalty bias
, 205

Machiavellian leaders
, 203–205

self-promotion bias
, 204

Management theory
, 117–118

Managerial tyranny
, 13–14

Media oscillation
, 215–216

Media stories
, 213–214

Meltdown monday
, 216

Mental health
, 73

Meta-model leadership
, 25–29

Metaphorical descriptions
, 214

Mindfulness
, 85, 91

Mobbing
, 146, 150

Moral hypocrisy
, 130–131

MTurk
, 156

Narcissism
, 43, 55–56, 85, 118–119

Narcissistic leadership
, 244

National Collegiate Athletic Association (NCAA)
, 5–6

Negative affect (NA)
, 108–109

Negative leadership
, 25, 29–30

Negative organizational outcomes
, 121

Neuronal executive control
, 85

Neuroticism (Big Five)
, 85

Nilsson, S.
, 185–188

Non-leadership. See also Laissez-faire leadership
, 24, 29–30

Nonprofit organizational leadership

BOD governance
, 271–272

college application scandal
, 267–271

corruption
, 258–259

damaged public trust consequence
, 257–259

Epstein donation scandal case
, 267

ethical behavior
, 257

ethical trainings
, 272–273

Federal Bureau of Investigation (FBI)
, 258

mission-driven nature
, 257

Oxfam sex scandal case
, 266–267

reporting destructive behaviors
, 273

toxic leadership behaviors
, 260–264

unethical leadership behaviors
, 256

weaker regulatory environment
, 259–260

Nonprofit organizations (NPOs). See Nonprofit organizational leadership

One-with-many model (OWM)
, 44

Organizational citizenship behaviour (OCB)
, 38–39, 137–138

Organizational commitment
, 136

Organizational outcomes
, 11–14

direct effects
, 118–120

indirect effects
, 120–122

Organization-directed destructive leadership
, 233–234

Oxfam sex scandal case
, 266–267

Passive/ineffective leadership
, 232–233

Paternalistic leadership (PL)
, 38

Perceived effectiveness
, 4–5

Perfectionism
, 85, 90

Personality traits
, 121–122

Petty tyranny
, 12, 42, 102–103

Positive affect (PA)
, 108

Post hoc analysis
, 151–155

Potency bias
, 201

Power attribution bias
, 200–201

Predictors
, 57–63

Pro-subordinate leadership
, 36

Provocative behaviour
, 24

Pseudotransformational leadership (PTL)
, 41, 50–51

causal factors
, 57

definition
, 51

predictors
, 57

transformational leadership
, 52

Psychopathic leader

employees
, 71–74

organisations
, 74–76

Psychopaths
, 69

Reputation management
, 213–214

Rhetoric of animalisation
, 216–219

Royal Bank of Scotland (RBS)
, 212

Sawyer, K. B.
, 188–189

Schadenfreude
, 75

Schmidt's Toxic Leadership Scale
, 192

Self-control capacity
, 85

Self-gratification
, 217

Self-promotion bias
, 204

Self-serving leadership
, 28

Shaw, J.
, 184

Shaw, J. B.
, 185

Similarity–attraction theory
, 244

Skogstad, A.
, 183–184

Smoking gun
, 204

Social discounting bias
, 201

Social hierarchy orientation bias
, 201

Social learning
, 227

Social support
, 148–149

Standard deviation (SD)
, 150–151

Stephan, U.
, 190

Stress
, 105–106

Stress-related growth (SRG)
, 144

alpha coefficients
, 152

burnout
, 147

correlations
, 152

coworker support
, 148–149, 154

data analysis
, 150–151

descriptive statistics
, 151–152

hardiness
, 147–148, 155

hypotheses testing
, 151

measures
, 149–150

mobbing
, 146

participants
, 149

post hoc analysis
, 151–155

procedure
, 149

theoretical and practical contributions
, 157–158

work
, 145–146

Subjective well-being
, 103–104

Subordinate-directed destructive leadership
, 233–234

Supportive–disloyal leadership
, 36

leader–member exchange (LMX) theory
, 37–38

Machiavellianism
, 39

organizational citizenship behaviour (OCB)
, 38–39

paternalistic leadership (PL)
, 38

Susceptible followers
, 10

Task performance
, 137

Tate, B. W.
, 188–189

Tepper’s abusive supervision scale
, 191–192

Thoroughgood, C. N.
, 188–189

Three Nightmare Traits
, 86–87

Toxic illusio
, 164, 166–167

Toxic leaders
, 201

Toxic leadership
, 5, 40, 68, 102–103, 163–164, 244, 260, 264

Toxic triangle model
, 239–240

Transactional leadership
, 24–25

Transformational leadership
, 24–25

Tyrannical leadership
, 36, 41, 43, 102–103

Unethical leadership (UL)
, 53–54, 256

definition
, 55

narcissism
, 55–56

predictors
, 63

workplace pressures
, 56

Unethical pro-organizational behavior (UPB)
, 56

Unqualified support
, 13

Victimization by powerful others bias
, 201

Virtuous leadership
, 27–28

Volitional behavior
, 9

Wall Street
, 69

Walmart
, 170

Well-being
, 103–105

Workplace pressures
, 56

Wu, Y.
, 189–190

Prelims
Part 1 Definitional Issues and Conceptual Clarifications in Destructive Leadership
Chapter 1 Destructive Leadership: Explaining, Critiquing, and Moving Beyond Leader-Centric Perspectives
Chapter 2 How Can Anyone Be Like That? – Systematising Destructive and Ineffective Leadership
Chapter 3 Fifty Shades of Darth Vaders in Organizations: An Overview of Destructive Leadership
Chapter 4 A Typology of Destructive Leadership: PseudoTransformational, Laissez-Faire, and Unethical Causal Factors and Predictors
Chapter 5 Corporate Psychopaths and Destructive Leadership in Organisations
Chapter 6 Dispositional Characteristics of Abusive Supervisors
Part 2 The Outcomes of Destructive Leadership and Leader Hypocrisy
Chapter 7 The Impact of Destructive Leadership on Followers' Well-being
Chapter 8 Organizational Outcomes of Destructive Leadership: Summary and Evaluation
Chapter 9 Leader Hypocrisy and Its Emotional, Attitudinal, and Behavioral Consequences
Chapter 10 A Manifestation of Destructive Leadership: Downward Mobbing and Employees' Stress-Related Growth
Chapter 11 Toxic Illusio in the Global Value Chain: The Case of Amazon
Part 3 Emerging Issues in Destructive Leadership: A Special Concern to Measures and Remedies of How to Deal with It
Chapter 12 Measuring Destructive Leadership
Chapter 13 Cognitive Biases of Destructive Leadership: A Special Focus on Machiavellianism
Chapter 14 Public Myth and Metaphor: Negative Narratives, Lost Reputations and Bankers' Leadership Illegitimacies from the Media during the Financial Crisis of 2008–2009
Chapter 15 Destructive Leadership from a Cross-Cultural Perspective: Is There a Convergence or Divergence?
Chapter 16 Gender and Destructive Leadership: An Examination of Follower Perceptions
Chapter 17 The Dark Side of Nonprofit Leadership: Cases, Causes, and Consequences
Index