Destruktiivne juhtimine on siinses voos saanud varemgi tähelepanu (vt siit ja siit). Siinviidatu on aga väga kasulik lugemisvara kõikidele töötajatele, sest aitab ehk selgemini mõista juhi-tööta suhteid kui loomulikku jätku üldisele vaatele organisatsioonist või töötajatest. Nii on siit võimalik leida omamoodi retsept ka alluvatel. Kui mõista juhi üldiseid vaateid alluvatele, siis on võimalik ennustada juhi reaktsioone alluvate käitumisele ning selliselt on võimalik vähendada konfliktivõimalusi ja korrigeerida käitumist nii, et siiski soovitud tulemus saavutada, mitte ainult tüli suurendada.
research on employees’ experience with destructive leaders suggests that about 65%75% of employees perceive their leader to be the worst part of their jobs
Autorid seavad sihte:
In the present research, we focus on one line of behaviors associated with a speciﬁc form of destructive leadership, termed petty tyranny (Ashforth, 1994). This form of destructive leadership as per deﬁnition includes behaviors such as close supervision, discouraging initiative and dissent, demanding followers to get his or her way and treating followers in a punitive way, which reﬂect leaders’ tendency to overcontrol others. […] we share this viewpoint by incorporating two different streams of research that examine possible causes of destructive leader behavior, namely (1) follower behavior as an antecedent of destructive leader behavior and (2) leader-related characteristics that mediate and moderate the relationship between follower behavior and destructive leader behavior.
our research goal is to study the possibility that leaders engage in destructive behavior in response to follower resistance and that this destructive leader behavior is also inﬂuenced by cognitive attributes and affective reactions of the leader.
This form of destructive leadership as per deﬁnition includes behaviors such as close supervision, discouraging initiative and dissent, demanding followers to get his or her way and treating followers in a punitive way, which reﬂect leaders’ tendency to overcontrol others.
Leaders with a weak Theory X schema are inclined to believe that followers are willing to act in the best interest of the organization and might even acknowledge followers’ positive intentions toward the organization in some way. In contrast, leaders with a strong Theory X schema see followers as inherently lazy individuals who avoid work and show no responsibility or engagement for the organization.
Clearly, the negative consequences if leaders fail to address follower resistance properly are related to the performance and health of their followers as well as to the success and survival of their organizations. […] Our results showed that followers’ expressions of resistance triggered destructive leader behavior, as hypothesized. In terms of boundary conditions, we identiﬁed leaders’ IFT (i.e., Theory X) as a moderator of leaders’ destructive behavior toward follower resistance. […] we argue contrary to previous scholars who put the focus of attention on the leader (Dasborough, 2006) that followers can be sources of leaders’ negative emotions at work, too.
Güntner, A. V., Klasmeier, K. N., Klonek, F. E., & Kauffeld, S. (2021). The Power of Followers That do not Follow: Investigating the Effects of Follower Resistance, Leader Implicit Followership Theories and Leader Negative Affect on the Emergence of Destructive Leader Behavior. Journal of Leadership & Organizational Studies, 28(3), 349–365. https://doi.org/10.1177/15480518211012408