Research Handbook on Destructive Leadership

Edited by Birgit Schyns, Distinguished Professor, People & Organisations Department, NEOMA Business School, France, Pedro Neves, Professor, Management and Organizations Department, Nova School of Business and Economics, Portugal, and Kimberley Breevaart, Associate Professor, Work and Organisational Psychology Department, Erasmus University Rotterdam, the Netherlands

‘We live in a world where more than a quarter of countries are led by dictators and a substantial portion of leaders in business and government are destructive. While we know a lot about good leaders, there has been little attention given to studying the bad ones. This edited collection presents state-of-the-art research on destructive leadership and includes directions for future research. This book shines a bright light on the dark side of leadership and greatly helps our understanding of the dynamics of destructive leadership.’

• Contents1 Destructive leadership: state of the art and future directions 1Kimberley Breevaart, Birgit Schyns, and Pedro NevesPART I FORMS OF DESTRUCTIVE LEADERSHIP2 The sustained nature of abusive supervision: an overview and synthesisof theoretical frameworks 10Kimberley Breevaart, Barbara Wisse, Diana Rus, and Selina Langner3 Dark entanglement: narcissistic leaders, their followers, and thecontexts they create 30Emily E. Forgo, Paul J. Hanges, and Dritjon Gruda4 Inconsistent leadership: overview, measurement and an agenda forfuture research 50Jan Schilling, Birgit Schyns, and Daniel May5 Unmasking leadership incivility: creating a research agenda foremployee health 70Yannick Provencher, Arla Day, and M. Gloria González-Morales6 Is there power in letting go? An assessment of laissez-faire leadershipresearch 95Evy Kuijpers, Sarah Cameron, and Jesse T. Vullinghs7 At the cost of others: the concept of exploitative leadership 115Armin Pircher Verdorfer and Ellen Schmid8 Grandiose and vulnerable leader narcissism in context: the role of events 132Anna Topakas, Xiaoyu Gan, and Susanne Braun9 The behaviour of vulnerable narcissistic leaders: a qualitative interviewstudy 155Birgit Schyns, Iris K. Gauglitz, Sarah Gilmore, and Karolina W. NieberlePART II BOUNDARY CONDITIONS AND CONTEXT10 Family businesses: a fertile ground for destructive leadership? 172Jana Hermle-Boersig, Nadine Kammerlander, and Matthias Waldkirch11 Destructive leadership in the context of sports 193Stewart T. Cotterill and Stephanie J. Tibbert12 Dark times, bad leaders: lessons from the COVID-19 pandemic 204Urszula Lagowska and Birgit Schyns13 The impact of multidimensional crises on followers’ vulnerability todestructive leadership 221Luciana Simion and Michelle Bligh14 Susceptible followers and destructive leadership: an integrative reviewand typology 240Christian Thoroughgood, Sung Hyoun Hong, and Katina Sawyer15 Personality and the dark side of leadership 262Jan Luca Pletzer, Bo Wang, and Jacek Buczny16 Destructive leadership paradoxes 279Miguel Pina e Cunha, Ace Volkmann Simpson, Arménio Rego, andMarco BertiPART III METHODS RELEVANT TO THE STUDY OFDESTRUCTIVE LEADERSHIP17 Methodological considerations for studying destructive leadership 294Thomas Fischer18 An assessment of construct proliferation within destructive leadershipresearch 311Jeremy D. Mackey, Michael A. Phillipich, Charn P. McAllister, andKatherine C. Alexander19 A field guide to non-field research: experimental methods in abusivesupervision research 327Pearlyn H. S. Ng, Elana Zur, Lindie H. Liang, and Douglas J. Brown