RT Article
T1 Harmful leader behaviors: toward an increased understanding of how different forms of unethical leader behavior can harm subordinates
JF Journal of business ethics
VO 180
IS 1
SP 215
OP 244
A1 Almeida, Juliana Guedes
A1 Den Hartog, Deanne N.
A1 Hoogh, Annebel H. B. de
A1 Franco, Víthor Rosa
A1 Porto, Juliana Barreiros
A2 Den Hartog, Deanne N.
A2 Hoogh, Annebel H. B. de
A2 Franco, Víthor Rosa
A2 Porto, Juliana Barreiros
LA English
YR 2022
UL https://ixtheo.de/Record/1817388258
AB Research on unethical leadership has predominantly focused on interpersonal and high-intensity forms of harmful leader behavior such as abusive supervision. Other forms of harmful leader behavior such as excessively pressuring subordinates or acting in self-centered ways have received less attention, despite being harmful and potentially occurring more frequently. We propose a model of four types of harmful leader behavior (HLB) varying in intensity (high vs low) and orientation (people/relationships or tasks/goals): Intimidation, Lack of Care, Self-Centeredness, and Excessive Pressure for Results. We map out how these relate to other constructs in the unethical leader behavior field in order to integrate the existing work on how leaders can cause harm to followers. Next, in five studies (N = 35, N = 218, N = 352, N = 160, N = 1921 in 196 teams), we develop and test a new survey instrument measuring the four proposed types of perceived HLB. We provide initial validity evidence for this new measure, establish its psychometric properties, and examine its nomological network by linking the four types of HLB to related leadership constructs and soft and hard outcome correlates at the individual and team level. We find that HLB is negatively related to constructive forms of leadership (e.g., ethical and transformational) and positively to unethical ones (e.g., abusive supervision). HLB is also related in the expected direction to job satisfaction, engagement, psychological safety, knowledge sharing, knowledge hiding, deviance, and objectively recorded team-level stress-related absenteeism.
K1 destructive leadership
K1 Harmful leader behavior
K1 Scale Development
K1 Unethical leadership
K1 Aufsatz in Zeitschrift
DO 10.1007/s10551-021-04864-7