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As the literature reveals an ongoing debate on the lack of agreement for a comprehensive conceptualization and definition of destructive leadership, the measurement of the construct is still problematic. Therefore, this chapter aims to review and summarize the current ways of measuring destructive leadership. A systematic review was conducted to examine the destructive leadership instruments. This chapter covers both qualitative and quantitative instruments in assessing destructive leadership and provides a brief overview of the scale development of the instruments. In addition to destructive leadership scales, commonly used harmful leadership scales such as abusive, tyrannical and toxic scales were also included for comparison purposes.

The purpose of this paper is to examine the relationship between a secure attachment style and affective commitment (AC) through the mediating roles of affective and cognitive trust in a direct supervisor.

The study was conducted using the questionnaire answers of 357 private sector employees in various occupations. The statistical analysis was based on structural equation modeling. A multiple mediation model enabled us to investigate the specific indirect effects of each mediator.

Results based on a model comparison showed that the employees’ affective trust in their supervisor fully mediated the relationship between a secure attachment style and AC. However, cognitive trust had no significant mediating effect on relationships between a secure attachment style and AC.

Trust in supervisors should be monitored and supported during developmental interventions. Understanding the power of affective and cognitive trust in predicting attitudes can help shape more effective interventions to influence positive work attitudes, including AC.

The study sheds new light on the literature by linking individual attachment to organizational attachment as the mediating role of two forms of trust in a supervisor.

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.