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1 – 9 of 9This study aims to investigate the differences between destructive leadership in two different contexts: crisis management and usual circumstances. The specific research questions…
Abstract
Purpose
This study aims to investigate the differences between destructive leadership in two different contexts: crisis management and usual circumstances. The specific research questions are as follows: What is the relationship between destructive leadership behaviours in usual circumstances and destructive leadership behaviours in crisis management? Are destructive leadership behaviours in usual circumstances or in crisis management the best predictors of trust in the leader and subordinate performance?
Design/methodology/approach
Questionnaire responses were obtained from 337 individuals who had experience from handling various societal crises, such as terror attacks and forest fires. The respondents represented four different organisations: municipalities, county administrative boards, the police and the emergency service.
Findings
The results from the study reveal that there is a strong association between destructive leadership in usual circumstances and destructive leadership during crisis management. The study indicates that everyday leadership matters the most. It is above all behaviours in usual circumstances that show the strongest associations with trust in the leader and subordinate performance. The results also show that it is especially task-related, passive forms of destructive leadership behaviours that show the strongest association with the studied outcome variables.
Research limitations/implications
Limitations related to measurements and self-reported data are discussed.
Practical implications
The study emphasises the importance of paying attention to leaders’ task- and strategic-oriented behaviour as well as the importance of building trusting relationships with the subordinates.
Originality/value
The need for industry-specific studies of destructive leadership has been highlighted and this study contributes with knowledge from the crisis management context.
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Keywords
The purpose of this paper is to contribute to increased knowledge of destructive leadership in crisis management. The specific research questions are: (1) What types of…
Abstract
Purpose
The purpose of this paper is to contribute to increased knowledge of destructive leadership in crisis management. The specific research questions are: (1) What types of destructive leadership behaviours can be identified in leaders in crisis management? and (2) Why are these behaviours considered destructive in this context?
Design/methodology/approach
About 21 informants involved in crisis management at regional, local and operational levels in Sweden were interviewed. They were selected since they had recently been involved in severe accidents and/or crises (e.g. terror attacks, forest fires). A grounded theory analysis of interview data yielded two core variables: destructive leadership behaviours, and appraisal: interpretation of leader behaviour.
Findings
The study identified seven different destructive leadership behaviours: four task-related and three relationship-related. Task-related behaviours primarily led to negative consequences for the task/crisis. Relationship-related behaviours have negative consequences for subordinates' job satisfaction, well-being and/or sense of meaningfulness. The paper relates the identified behaviours to existing leadership ideals within crisis management and discusses behaviours that appear to be unique for the crisis management context.
Practical implications
The paper highlights the fact that great crisis managers are not always good at managing relationships, which may have negative implications for crisis management in the long term.
Originality/value
Destructive leadership is a research field that is rapidly expanding. However, there is a lack of knowledge concerning the nature of destructive leadership behaviours and what makes an individual appraise a leader as destructive in crisis management.
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Gerry Larsson, Carina Brandow, Maria Fors Brandebo, Alicia Ohlsson and Gunnar Åselius
Globalisation of working life means that many organisations are manned by people from different countries. A potentially critical factor is how members from various nations are…
Abstract
Purpose
Globalisation of working life means that many organisations are manned by people from different countries. A potentially critical factor is how members from various nations are looked upon by their partner countries. Such perception may be more or less accurate and affect organisational outcomes. The military is no exception as modern warfare is characterised by multinational composition of task forces. The aim of this paper was to gain a deeper understanding of how military officers from other nations perceive Swedish military officers and their leadership qualities in particular.
Design/methodology/approach
Interviews were conducted with 20 military officers representing ten nations. Interview questions were deduced from the Developmental leadership model. Responses were first coded inductively according to the constant comparative method. Generated categories were then deductively related to this leadership model.
Findings
The analysis resulted in positive and negative patterns. The positive picture included Swedish officers being perceived as calm, competent and generally good at exhibiting exemplary leadership behaviour, showing individualised consideration and creating an inspiring atmosphere. The negative side included opinions such as Swedish officers being too emotionally restrained, exhibiting poor self-confidence, discussing too much before making decisions and having difficulties giving negative feedback. The results are discussed in relation to the Developmental leadership model and the stereotype concept.
Research limitations/implications
Small sample size and a focus on military organisations imply a low degree of generalisability.
Practical implications
Three suggestions regarding Swedish officer education are presented: officer students should be given an increased awareness of how they are perceived by others, decision-making without group support and giving negative feedback in a constructive, straight forward, but still considerate way, should be practiced and more attention should be paid to emotion management.
Originality/value
The paper addresses an increasing tendency in work organisations – a multinational composition of the work force. The foundation of study in leadership theory and the stereotype concept is new.
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Maria Fors Brandebo, Sofia Nilsson and Gerry Larsson
The purpose of this paper is to investigate if the thesis “bad is stronger than good” also holds true for a number of leadership issues, more specifically: trust in the immediate…
Abstract
Purpose
The purpose of this paper is to investigate if the thesis “bad is stronger than good” also holds true for a number of leadership issues, more specifically: trust in the immediate leader, emotional exhaustion, work atmosphere and propensity to leave.
Design/methodology/approach
Questionnaire responses were obtained from military personnel in Estonia, Sweden, Switzerland and the Netherlands (n=625).
Findings
Multiple regression analyses revealed a certain pattern. Constructive leadership behaviours showed stronger positive associations with trust in the immediate supervisor and work atmosphere, than destructive leadership behaviours showed negative associations. On the other hand, destructive leadership behaviours showed stronger positive associations with emotional exhaustion and propensity to leave, than constructive leadership behaviours showed negative associations. This suggests that constructive leadership behaviours possibly have a greater impact on positive phenomenon and/or phenomenon associated with work-related relationships. On the other hand, destructive leadership behaviours appear to have a greater impact on negative phenomena with a stronger personal meaning. The results also show that the passive forms of destructive leadership are the behaviours that had the strongest impact on the investigated dependent variables.
Research limitations/implications
Limitations related to item construction, common method variance, response set tendencies, translation of the instruments, and lack of response rate are discussed.
Practical implications
The results emphasize the importance of focusing on both constructive and destructive leadership at the selection stage, as well as during training of military leaders. Focusing on them separately obstructs optimal leader development and prevents leaders from gaining authentic self-knowledge. The results also point at the importance of including both aspects of leadership in leader evaluation processes.
Originality/value
The use of both constructive and destructive leadership behaviours with respondents from multiple nations in the same analysis.
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Gerry Larsson, Maria Fors Brandebo and Sofia Nilsson
The purpose of this paper is to develop a short and easy to use yet psychometrically sound instrument designed to measure destructive leadership behaviours in a military context.
Abstract
Purpose
The purpose of this paper is to develop a short and easy to use yet psychometrically sound instrument designed to measure destructive leadership behaviours in a military context.
Design/methodology/approach
First, examples of destructive leadership behaviours in a military context were collected using a qualitative approach. Second, these examples were operationalised and pilot tested, which resulted in a 20‐item questionnaire called Destrudo‐L. Third, data were collected from three Swedish military groups (n=428). Dimensionality of the instrument was analysed using structural equation modelling. Conventional psychometric assessments of reliability and validity were performed.
Findings
A nested hierarchical model with a general factor and the following specific factors emerged: arrogant, unfair; threats, punishments, overdemands; ego‐oriented, false; passive, cowardly; and uncertain, unclear, messy. Meaningful subgroup differences and relationships with a criterion variable (lack of motivation/propensity to leave) were found. More use of active forms was reported by subordinates of younger military commanders and more use of passive forms was marked by subordinates of senior military managers.
Practical implications
The instrument is easy to administer and interpret (norm values are provided) and can be used in leader evaluation, as well as leader development, contexts.
Originality/value
The main contribution is methodological – the development of a new scale. Additional findings are a strong positive correlation between active and passive forms of destructive leadership behaviours in a military context, as well as significant differences between groups with different ranks.
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Robert Lundmark, Karina Nielsen, Henna Hasson, Ulrica von Thiele Schwarz and Susanne Tafvelin
Line managers can make or break organizational interventions, yet little is known about what makes them turn in either direction. As leadership does not occur in a vacuum, it has…
Abstract
Purpose
Line managers can make or break organizational interventions, yet little is known about what makes them turn in either direction. As leadership does not occur in a vacuum, it has been suggested that the organizational context plays an important role. Building on the intervention and leadership literature, we examine if span of control and employee readiness for change are related to line managers' leadership during an organizational intervention.
Design/methodology/approach
Leadership is studied in terms of intervention-specific constructive, as well as passive and active forms of destructive, leadership behaviors. As a sample, we use employees (N = 172) from 37 groups working at a process industry plant. Multilevel analyses over two time points, with both survey and organizational register data were used to analyze the data.
Findings
The results revealed that span of control was negatively related to constructive leadership and positively related to passive destructive leadership during the intervention. Employee readiness for change was positively related to constructive leadership, and negatively related to both passive and active destructive leadership.
Practical implications
Our findings suggest that contextual factors need to be assessed and considered if we want line managers to engage in constructive rather than destructive leadership during interventions.
Originality/value
The present study is the first to address line managers' making or breaking of organizational interventions by examining the influence of context on both their destructive and constructive leadership.
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