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- Fors Brandebo, Maria, 1979-, et al.
(författare)
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Leadership : Is bad stronger than good?
- 2016
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Ingår i: Leadership & Organization Development Journal. - 0143-7739 .- 1472-5347. ; 37:6, s. 690-710
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Tidskriftsartikel (refereegranskat)abstract
- Purpose– The purpose of this paper is to investigate if the thesis “bad is stronger than good” also holds true for a number of leadership issues, more specifically: trust in the immediate leader, emotional exhaustion, work atmosphere and propensity to leave.Design/methodology/approach– Questionnaire responses were obtained from military personnel in Estonia, Sweden, Switzerland and the Netherlands (n=625).Findings– Multiple regression analyses revealed a certain pattern. Constructive leadership behaviours showed stronger positive associations with trust in the immediate supervisor and work atmosphere, than destructive leadership behaviours showed negative associations. On the other hand, destructive leadership behaviours showed stronger positive associations with emotional exhaustion and propensity to leave, than constructive leadership behaviours showed negative associations. This suggests that constructive leadership behaviours possibly have a greater impact on positive phenomenon and/or phenomenon associated with work-related relationships. On the other hand, destructive leadership behaviours appear to have a greater impact on negative phenomena with a stronger personal meaning. The results also show that the passive forms of destructive leadership are the behaviours that had the strongest impact on the investigated dependent variables.Research limitations/implications– Limitations related to item construction, common method variance, response set tendencies, translation of the instruments, and lack of response rate are discussed.Practical implications– The results emphasize the importance of focusing on both constructive and destructive leadership at the selection stage, as well as during training of military leaders. Focusing on them separately obstructs optimal leader development and prevents leaders from gaining authentic self-knowledge. The results also point at the importance of including both aspects of leadership in leader evaluation processes.Originality/value– The use of both constructive and destructive leadership behaviours with respondents from multiple nations in the same analysis.
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- Fors Brandebo, Maria, et al.
(författare)
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Measuring destructive leadership behaviours
- 2016
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Ingår i: Negative leadership. - Kingston, Kanada : Canadian Defence Academy Press. - 9780660062112 ; , s. 75-85
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Bokkapitel (övrigt vetenskapligt/konstnärligt)
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- Fors Brandebo, Maria, 1979-, et al.
(författare)
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Passive leadership in a military context. Its relationship with work attitudes and emotional exhaustion
- 2017
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Konferensbidrag (refereegranskat)abstract
- PurposeThis paper reports the results of three quantitative studies on destructive leadership in a military context. The aim is to identify (a) which behaviors are considered passive leadership in this type of context, (b) outcomes of passive leadership, and (c) hierarchical differences regarding outcomes of passive leadership.Design/MethodologyQuestionnaire data was collected from (a) three Swedish military groups (n = 428), (b) military personnel in Estonia, Sweden, Switzerland and the Netherlands (n = 625), and (c) Swedish military personnel serving in Afghanistan (n = 289).ResultsThe results show that passive leadership in a military context is defined as behaviors related to being “passive, cowardly” and “uncertain, unclear, messy”. Passive leadership behaviors had a stronger impact (than active destructive leadership behaviors) on outcomes such as emotional exhaustion and propensity to leave the organization. The results also reveal that passive leadership behaviors are more common on higher hierarchical levels compared to lower.LimitationsLimitations related to common method variance, response set tendencies and lack of response rate are discussed.Research/practical implicationsThe results emphasize the importance of focusing on passive leadership behaviors in the research field of destructive leadership. From a practical perspective, implications for military organizations are discussed.Originality/ValueSince most of the studies on passive leadership are conducted in civilian settings, the results from this paper contribute with context-specific knowledge about passive leadership in a military setting.
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- Fors, Maria, et al.
(författare)
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Destructive leadership : An international comparison
- 2011
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Konferensbidrag (refereegranskat)abstract
- The vast majority of leadership studies have focused on positive aspects such as how leadership can contribute to organisational effectiveness, individual work satisfaction, etc. In an attempt to capture real leadership processes, and thus to avoid a long time one-sided focus upon the positive aspects of leadership, an evaluation form of destructive leadership behaviours, Destrudo-L, was developed. This instrument comprises five factors measuring destructive leader behaviours: (1) Arrogant, unfair (2) Threats, punishments, over-demands (3) Ego-oriented, false (4) Passive, cowardly, and (5) Uncertain, unclear, messy.
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