Consequences of Destructive Leadership

This text explores the negative consequences of abusive supervision and exploitative leadership. As you read, focus on the theoretical and practical implications.

Methods

Study 2

Sample and Procedures

We gathered valid responses from 167 employees from various organizations in Germany who rated their immediate leaders in terms of destructive leadership and provided self-reports on emotional reactions and turnover intentions. Respondents were contacted via snowball sampling, starting with the authors' professional network. The majority of the participants (72 percent) worked in the for-profit sector (28 percent worked in non-profit organizations or in the public sector). The mean age was 36.22 years (SD = 12.13) and 63.30 percent of the respondents were male. On average, the respondents had been working for their current supervisor for 4.89 years (SD = 5.48) and organizational tenure was 7.98 years on average (SD = 8.69). In terms of education, 67 percent of the respondents held a university degree.