Li, P. orcid.org/0000-0003-3877-0388, Yin, K., Shi, J. orcid.org/0000-0002-3880-0682 et al. (2 more authors) (2024) Are Bad Leaders Indeed Bad for Employees? A Meta-Analysis of Longitudinal Studies Between Destructive Leadership and Employee Outcomes. Journal of Business Ethics, 191. pp. 399-413. ISSN 0167-4544
Abstract
Does having bad leaders have long-lasting adverse effects on employees? While previous studies have primarily viewed subordinate deviant behavior as a crucial consequence of destructive leadership, aggression theory suggests that subordinate deviant behavior could also be an antecedent of destructive leadership. To address this question, we conducted a meta-analysis by focusing on longitudinal field studies (i.e., time-lagged and panel designs), and investigated the longitudinal associations as well as the reciprocal relationships between destructive leadership and employee outcomes. Results from 82 articles with 104 independent prospective and longitudinal studies (N = 30,314) showed that destructive leadership has a lagged detrimental impact on employee behavioral (e.g., OCB, workplace deviance, CWB, and avoidance) and attitudinal outcomes (e.g., job satisfaction and work commitment). There are no significant differences between destructive leadership and employee outcomes for the long-term and short-term effects. Surprisingly, after accounting for auto-regression effects, the cross-lagged analysis showed that destructive leadership did not significantly relate to employees’ negative behavior over time, whereas negative employee behavior did relate to destructive leadership across time. Theoretical and practical implications are discussed.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Copyright, Publisher and Additional Information: | © The Author(s) 2023. This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/. |
Keywords: | Destructive leadership; Abusive supervision; Meta-analysis; Longitudinal studies |
Dates: |
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Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Business (Leeds) > Management Division (LUBS) (Leeds) > Management Division Organizational Behaviour (LUBS) |
Depositing User: | Symplectic Publications |
Date Deposited: | 27 Sep 2023 08:47 |
Last Modified: | 21 May 2024 12:10 |
Status: | Published |
Publisher: | Springer |
Identification Number: | 10.1007/s10551-023-05449-2 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:203633 |