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As I began my PhD program, I realized the majority of leadership research focused on the positive or transformational characteristics of what makes a “great” leader. While there were numerous studies that aimed to determine what constitutes a good or constructive leader, there was a gap in the research regarding what a bad or destructive leader is. In order to really understand what constitutes a good leader, should we also study what a bad leader is?
When asked, it seems everyone has an in depth story of a bad manager they once had. In addition, the research appears to agree that there are numerous issues resulting from bad leadership including emotional, psychological, and organizational impacts. According to Leary et al. (2013), the “estimated costs of failed managers ranges from $500 thousand to $2.7 million per leader” (p. 13), which necessitates the need to determine where those fails originate. In addition to these organizational consequences, Tepper (2007) notes how psychologically damaging abusive leadership can be for employees resulting in anxiety, depression, burnout, health conditions, job strain, and increased family conflicts (p. 277). Taking a deeper dive into these effects will not only help us understand the role destructive leadership plays on employees and their organizations, but the research can then inform future developments in coaching, training, and the selection processes.
Consequences of Bad Leadership
Organizational Consequences. From a business standpoint, destructive leadership can significantly impact their financials in the form of job performance and turnover costs. Tepper (2007) notes the financial costs to organizations is estimated at $23.8 billion annually based on absenteeism, health care, and lost productivity costs (p. 262). In addition, the job performance of employees that do not find their work meaningful may suffer more when placed under an abusive manager (Tepper, 2007, p. 277). These employees appear to have less energy to deal with dysfunctional behaviors when compared to employees who value their work.
Likewise, one of the most detrimental effects of this leadership style involves how other coworkers react. Peng, Schaubroeck, and Yuhui (2014) found that experiencing abusive leadership not only prevents followers from having a high quality exchange relationship with their supervisor, but also inhibits them from developing relationships from their peers (pp. 1387-1388). The end result is decreased productivity and job performance as team members are not likely to help and support each other accomplish their goals. Ultimately, this upsets the goals of the unit, creates a destructive culture and finally promotes turnover as employees reach their breaking point (Starratt & Grandy, 2009, p. 150).
Individual Consequences. According to Leary et al. (2013) 75% of employees rate their supervisor as the most stressful aspect of their job (p. 113). Therefore, it is no surprise that abusive behaviors have psychological, physical, and relationship consequences on individuals. Psychological distress, anxiety, emotional exhaustion, and depression are several common effects of working in a dysfunctional environment (Srirang Jha & Shweta Jha, 2015, p. 24). Similar to post-traumatic stress syndrome, the impact of destructive leadership goes beyond the moment and affects the individuals’ self-efficacy and their ability to perform (Shaw et al., 2011, pp. 575-576).
Comparatively, the physical effects of destructive leadership have also been studied. In their qualitative study of young workers, Starratt and Grandy (2010) found that subordinates justified retaliation, distanced themselves, and left departments to cope with their abuse. Somatic health complaints, job strain, (Tepper, 2007, p. 277) and increased aggression (Tepper, 2007, p. 275) are also symptoms employees may face along with the many other affects general job stress has been found to elicit.
Destructive leaders can also impact the personal relationships of employees. Abusive behavior can cause an employee to cope in a variety of ways including problem drinking (Tepper, 2007, p.275). With no outlet at work to vent, frustrations are often brought home for family members to handle. Hoobler and Brass (2006) also found that there tends to be a spillover effect where the abuse the employee feels is transferred to their family members in a negative downward spiral (p. 1131). This conflict can create frustration and deep seeded emotional effects that, again, go far beyond the actual abusive events.
Summary and Final Thoughts
Rose, Shuck, Twyford, and Bergman (2015) estimate that dysfunctional leadership affects an estimated 13 to 36% of workers in the United States (p. 64). Compared to the results of constructive leadership, there is still much to learn about the darker side of management. Working for a destructive leader can make employees feel professionally “skunked” where the effects linger and are noticed by many, even nauseating at times (Rose, Shuck, Twyford, & Bergman, 2015, p. 80). However, we can make a significant impact by defining and recognizing the destructive leadership that exists. Through my PhD research, I hope to gain more insight into the “bad bosses” side of leadership so we can begin to make improvements in the workplace.
Any thoughts on destructive leadership? Is the negative side of leadership alive and well in your own organization?
References
Hoobler, J. M., & Brass, D. J. (2006). Abusive supervision and family undermining as displaced aggression. Journal of Applied Psychology, 91(5), 1125-1133. doi:10.1037/0021-9010.91.5.1125
Jha, S. [Srirang], & Jha, S. [Shweta]. (2015). Leader as anti-hero: Decoding nuances of dysfunctional leadership.Journal of Management and Public Policy, 6(2), 21-28. Retrieved from Retrieved from http://jmpp.in/
Leary, T. G., Green, R., Denson, K., Schoenfeld, G., Henley, T., & Langford, H. (2013). The relationship among dysfunctional leadership dispositions, employee engagement, job satisfaction, and burnout.The Psychologist-Manager Journal, 16(2), 112-130. doi:10.1037/h0094961
Peng, A. C., Schaubroeck, J. M., & Yuhui, L. I. (2014). Social exchange implications of own and coworkers’ experiences of supervisory abuse.Academy of Management Journal, 57(5), 1385-1405. doi:10.5465/amj.2012.0080
Rose, K., Shuck, B., Twyford, D., & Bergman, M. (2015). Skunked: An integrative review exploring the consequences of the dysfunctional leader and implications for those employees who work for them.Human Resource Development Review, 14(1), 64-90. doi:10.1177/1534484314552437
Shaw, J. B., Erickson, A., & Harvey, M. (2011). A method for measuring destructive leadership and identifying types of destructive leaders in organizations.The Leadership Quarterly, 22(4), 575-590. doi:10.1016/j.leaqua.2011.05.001
Starratt, A., & Grandy, G. (2010). Young workers’ experiences of abusive leadership.Leadership & Organization Development Journal, 31(2), 136-158. doi:10.1108/01437731011024394
Tepper, B. J. (2007). Abusive supervision in work organizations: Synthesis, and research agenda.Journal of Management, 33(3), 261-289. doi:10.1177/0149206307300812
