Abstract
Purpose To provide evidence-based recommendations on the types of leader behaviors organizations should target for a better return on leader training investment the authors draw on the destructive and constructive leadership behavior model and the bad is stronger than good proposition to examine the following question: Compared to constructive leader behavior, does destructive leader behavior have a greater effect on follower outcomes or is something more nuanced occurring? Design/methodology/approach The authors used Qualtrics online panels to collect data (N = 211 and N = 342) from full-time office-based participants. They used multivariate latent regression and dominance weights analyses to examine the relative strength of destructive versus constructive leader behaviors on followers' satisfaction with leader, and task performance. Findings Across both samples, leader hypocrisy and leader social undermining had relatively stronger effects on follower satisfaction with leader. Leader knowledge hiding had a relatively strong effect on follower task performance. Leader ethical conduct had the strongest association with follower satisfaction with leader in both samples. Hence, the authors' results were aligned with the bad is stronger than good proposition. Originality/value The authors' show that white-collar organizations can benefit from improved follower attitudes and performance by reducing leader hypocrisy and social undermining (destructive behavior) while simultaneously promoting leader ethical conduct (constructive behavior).
| Dokumententyp: | Zeitschriftenartikel |
|---|---|
| Fakultät: | Psychologie und Pädagogik > Department Psychologie |
| Themengebiete: | 100 Philosophie und Psychologie > 150 Psychologie |
| ISSN: | 0143-7739 |
| Sprache: | Englisch |
| Dokumenten ID: | 110391 |
| Datum der Veröffentlichung auf Open Access LMU: | 02. Apr. 2024, 07:17 |
| Letzte Änderungen: | 02. Apr. 2024, 07:17 |
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