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Emergence of Destructive Leader: Proposed Definition and Formulation of Model


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1 National Law University, Jodhpur, Rajasthan, India
     

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Destructive leader behaviour is instrumental in creation of toxic workplace environment. With limited literature available, we propose to provide a comprehensive definition encompassing the phenomenon of destructive behaviour which has not been defined so far. In this paper, we have highlighted the emergence of destructive leaders primarily on account of three factors, namely: (i) conducive internal workplace environment (for destructive leader to operate), (ii) destructive leaders’ characteristics and traits, and (iii) the vulnerable followers. Research in previous decade reflected the researchers’ belief on factors that foster destructive leaders. The conclusions of the previous research lack coherence and are disjointed, and as yet, no comprehensive model has been presented to systematically examine these factors. Therefore, the purpose of this article is to present an integrative model of destructive leader behaviour. In our proposed model, we have outlined the confluence of the three factors leading to toxic environment which further contributes to the organisational degradation. The model may provide an opportunity for future research in the field of emerging leadership on mistreatment, destructive behaviour, and non-performing organisations.

Keywords

Destructive Leaders, Vulnerable Followers, Selfish Agenda, Toxic Workplace Environment, and Organisation Degradation
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  • Emergence of Destructive Leader: Proposed Definition and Formulation of Model

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Authors

Vedantam Leela
National Law University, Jodhpur, Rajasthan, India
Pranjal Mehta
National Law University, Jodhpur, Rajasthan, India
Sonam Jambhulkar
National Law University, Jodhpur, Rajasthan, India

Abstract


Destructive leader behaviour is instrumental in creation of toxic workplace environment. With limited literature available, we propose to provide a comprehensive definition encompassing the phenomenon of destructive behaviour which has not been defined so far. In this paper, we have highlighted the emergence of destructive leaders primarily on account of three factors, namely: (i) conducive internal workplace environment (for destructive leader to operate), (ii) destructive leaders’ characteristics and traits, and (iii) the vulnerable followers. Research in previous decade reflected the researchers’ belief on factors that foster destructive leaders. The conclusions of the previous research lack coherence and are disjointed, and as yet, no comprehensive model has been presented to systematically examine these factors. Therefore, the purpose of this article is to present an integrative model of destructive leader behaviour. In our proposed model, we have outlined the confluence of the three factors leading to toxic environment which further contributes to the organisational degradation. The model may provide an opportunity for future research in the field of emerging leadership on mistreatment, destructive behaviour, and non-performing organisations.

Keywords


Destructive Leaders, Vulnerable Followers, Selfish Agenda, Toxic Workplace Environment, and Organisation Degradation

References