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| Tekijä: | Thoroughgood, C.N. Hunter, S.T. Sawyer, K.B. |
| Otsikko: | Bad apples, bad barrels and broken followers? An empirical examination of contextual influences on follower perceptions and reactions to aversive leadership |
| Lehti: | Journal of Business Ethics
2011 : JUN, VOL. 100:4, p. 647-672 |
| Asiasana: | leadership financial performance organizational change whistleblowing employee attitudes gender |
| Kieli: | eng |
| Tiivistelmä: | Research on destructive leadership has mostly concentrated on leader attributes thought to cause harmful organizational outcomes. However, recent results indicate the need of examining important contextual factors underlying such processes. Hence, this study sought to identify the effects of an organization's climate and financial performance in addition to the leader's gender, on subordinate perceptions of and reactions (i.e., whistle-blowing intentions) to aversive leadership, a type of destructive leadership based on forced power. 302 undergraduate participants read through a number of vignettes describing a fictional organization, its employees, and an aversive leader responsible of the company's sales department. They were then asked to picture themselves as subordinates of the leader and respond to numerous quantitative measures and open-ended questions. Supporting Padilla and colleagues' (2007) toxic triangle theory, results imply that perceptions and reactions to aversive leadership depend on the three foregoing factors. Particularly, aversive leaders were perceived more aversively and caused greater whistle-blowing intentions in financially unstable organizations possessing climates intolerant of negative leader behavior. Furthermore, female aversive leaders were perceived more aversively than male ones under such conditions. Theoretical and practical consequences and future research directions are also covered. |
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