Schyns, B: Destructive Leadership -

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Résumé :
Understanding and preventing destructive leadership and the far-reaching consequences it can have on individuals and organizations. Destructive leadership can take various forms, such as abusive supervision, petty tyranny, and negative or aversive leadership, all of which negatively impact both followers and the organizations themselves. The expert contributions in this volume focus on understanding and preventing destructive leadership and the far-reaching consequences it can have on individuals and organizations. Destructive forms of leadership emerge in an interaction between situations, leaders, and followers. Critical aspects of this interaction examined here include the ways in which attempts at charismatic leadership can lead to the perception of abusive leadership, or even to abusive leadership behavior, narcissism as an antecedent of abusive leadership, how leaders and followers interact in coping with negative leadership (different coping strategies and their consequences), the impacts of constructive and destructive leadership behavior on subordinates' job satisfaction, and the role of leaders in learning from workplace mistakes.

Sommaire:
Editorial The Causes and Consequences of Bad Leadership Jan Schilling and Birgit Schyns Review Article A Multiple Pathway Model Linking Charismatic Leadership Attempts and Abusive Supervision Alexander Pundt Original Articles Coping With Destructive Leadership: Putting Forward an Integrated Theoretical Framework for the Interaction Process Between Leaders and Followers Daniel May, Jenny S. Wesche, Kathrin Heinitz, and Rudolf Kerschreiter Inside the Minds of Narcissists: How Narcissistic Leaders' Cognitive Processes Contribute to Abusive Supervision Tiffany Keller Hansbrough and Gwen E. Jones The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction: Results From Two Prospective and Representative Studies Anders Skogstad, Merethe Schanke Aasland, Morten Birkeland Nielsen, Jorn Hetland, Stig Berge Matthiesen, and Stale Einarsen Absence Makes the Errors Go Longer: How Leaders Inhibit Learning From Errors Qing Yan, Michelle C. Bligh, and Jeffrey C. Kohles