SAGE Journal Articles

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Journal Article 1: Krasikova, D., Green, S., & LeBreton, J. (2013, July). Destructive leadership: A theoretical review, integration, and future research agenda. Journal of Management, 39, 1308–1338.

Abstract: In this article, we propose a framework for understanding destructive leadership that summarizes the extant destructive leadership research and extends it in new directions. By reviewing the current literature on destructive leadership and drawing on organizational leadership theory and the more general research on deviant behaviors in organizations, we identify the underlying features and mechanisms that define destructive leadership. Recognizing that each form of destructive leadership currently studied (e.g., abusive supervision, petty tyranny, and pseudo-transformational leadership) addresses aspects of destructive leadership but fails to capture the complete picture of the phenomenon, we clarify the boundaries among the constructs studied within the domain of destructive leadership, address some ambiguities about the nature of destructive leadership, make explicit some characteristics of destructive leadership that set it apart from other forms of leading, and integrate this thinking into a theoretical model that helps us understand the manifestations of destructive leadership, and their antecedents and consequences.

Journal Article 2: Thoroughgood, C., Tate, B., Sawyer, K., & Jacobs, R. (2012). Bad to the bone: Empirically defining and measuring destructive leader behavior. Journal of Leadership & Organizational Studies19, 230–255.

Abstract: Although destructive leader behavior is an increasingly popular area of study, little is known about its content or dimensionality at a broad level. In this study, an inventory of destructive behaviors was developed through inductive and deductive methods. Across multiple studies, three behavioral dimensions emerged and were used to create a measure of the construct. Results provide support for the instrument’s construct and criterion validity and its predictive validity over abusive supervision. The study highlights the progress and limitations of prior research, suggests directions for future studies, and provides a practically useful measure of destructive leader behavior in organizations.