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1. Leadershipisoftenconsideredasaverystrangeparadox.Thisverysame
behaviorcaneitherbefunctionalordysfunctional,highlydependingonmotive,
intent,consequenceandcontext.Itmayalsobeviewedasconstructive,
especiallybythoseintheseniormanagement.Ontheotherhand,itcanalsobe
viewedasdestructive,eventyrannicalatthesametime,bythesubordinates.
Theverysameleadercaneitherbelovedorhatedequally.Thesamesymbols
andpowersofofficemayleadtoillnessinsome,whileofferingintellectual
motimotivation in others.The same strategies which resultin improved
performancemayalsoresultinsuicideamongsomeemployees,thusmaking
itaconfusingparadoxinitself.Thisisgiventhefactthattheamountofmoney
and the depth oflegislation particularly focused atemployee welfare,
especiallyamongmodernorganizations.
Garner(2006)suggeststhatitisanaïvethingtodotocategorizeleaders
into“good”and“bad”.Thisisbecauseleaderswhoareeffectiveinwhatthey
domaysuddenlyfail,whileso-calledmediocreleadersmayshinesuddenly.
Theauthorsaysthattherearefactorswhichmayaccountforthedifference
betweenpotentialsuccessandfailure,andtheyareinnumerable.Atthesame
time,notallofthem maybeanticipated.Keith(2008)saysthatthebehaviors
ofapositiveleadersuchasconfidence,assertivenessandcreativityareoften
underpinnedunderpinnedbymodernmeasuresofself-esteem whileontheotherend,
behaviors of a dysfunctional leader clearly manifest in grandiosity,
self-centeredness,exploitationandlackofempathy,andallofthesecanhave
devastatingconsequences.
Thisresearchpaperlooksintodysfunctionalleadership.
LiteratureReviewonaRelevant
TrendinLeadership

2. Theliteratureonthissubjectofleadershipiscategoricallyvast.Itseems
thateverybodyhastheirownviewpointonwhatleadershipis.However,onlya
fewagreeonitsactualdefinition.Despiteoverhalfacenturyofstudiesand
researchsinceStodgill(1974)explainedthat“thereareasmanydefinitionson
leadershipastherearepeoplewhoattemptedtodefineit”.Thereisstilla
confusionastowhetheritmaybetaught,orwhethertheeffectivenessmaybe
predictedormeasured,andindeedwhetheritneedstobedefinedasan
individualindividualorasaresult.(North,2012).Nevertheless,healsopointedoutthat
thereisalevelofagreementregardingtheviewpointwhereinleadershipisa
process,requiresinfluence,happensingroups,andcommongoals.Thisgives
thesuggestionthatleadersneedtoknow how tomobilizeandgalvanizea
groupofpeople,directingtheminawaythatwillhelpthemtoachieveresults
withoutusingviolenceorthreats.
Eventhoughmostoftheavailableliteraturefocusesonfactorsthatmake
leadershipeffective,whilepresentingleadersasperfectrepresentationsof
virtue,thereisalsoenoughevidencethatshowsthatsomeofthem indeed
resorttousingviolenceandthreatsinordertoachievetheirgoals.This
research,however,willnotfocusonnationaldespoticleaderswhoenjoyed
seeingotherssuffer,andwhosegoalscausedoppressionandmiserytomany.
Thefocusofthisresearchpaperisorganizationalleadershipatitscore.
Since Timothy’s (2002) systematic examination regarding abusive
supervision,therehasbeenanincreasinginterestregardingthenegative
behaviorsamongorganizations,aswellastheimpactofthesebehaviorson
thelifesatisfactionandjoboftheemployees,aswellasorganizational
commitment.AccordingtoKeifer(2003),ithasbeenrecognizedlongenough
thatleadershiphasa‘shadow-side’,negativelyaffectingotherindividuals
withintheorganization.Inextremecases,however,maybringtheorganization
downdowntoitslowestpoint.Theliteratureregardingstressorsintheworkplace
supportthisview,showingthatunhealthyworkenvironmentsincludedifferent
factors,includingthosethat“threatensafety,whileunderminingthecreation
ofvarioussocialtieswhichmayeitherbeviolentorabusive”(Taypenet.al,
1999).

3. Inareviewofabout75%ofthecompensationclaimsamongworkersinthe
USA,Wilmer(1993)foundthatdifferentmentalstressorsserveastheresultof
threatsandabusivetreatmentsfromthemanagers.Ontopofthat,studieson
thenegativebehavioratworkhasdiscoveredthatbetween5to10% of
employeesexperiencedbullyingatanyonetime.Ungga(1999)alsofoundthat
about40%oftheparticipantsalsoexperiencedbullyingfrom anemployeror
leaderduringhisentirecareer.Lionaldo&McCollin(1985)foundthatoutof73
managersmanagers who were interviewed,about74% ofthem experienced an
intolerablebosswhentheywerealsoemployees.
ThereislittledoubtleftthattheDCLmodelusedinstudyingleadership
lendsweighttoitsoveralldefinition.Itshowsthatthereismorethanjusta
singletypeofbehaviorindestructiveleadership.Italsodifferentiatesthe
behaviors,especiallythosethataredirectedtowardsthesubordinates,aswell
astheorganization,showingthatleadersthatareineffectiveanddestructive
maybehaveconstructivelyanddestructivelysimultaneously.Themodeldoes
notfurtherdiscuss any intenton harming anybody based on intent.
DestructiDestructivebehaviorin leadership hasadded lightto whatan effective
leadershipshouldlooklike.
References
Garner,Y.(2006).TheActualPrevalenceofDestructiveBehaviorinLeadership.JournalofManagement,Vol.22,439-450.
Keith,H.(2008).Smalltyrannyamongorganizations.HumanRelationsJournal,25(2),755-788.
Keifer,J.(2003).TheManagerialArray.Houston:ABCPublishing.
Lionaldo,H.A.,&McCollin,T.Y.(1985).Whyleadersendupfailing.Lookingintothedarkerside.InInspiringLeaders.Florida:Showcase.
North,H.A.(2012).ThePsychologyofWorkplaceAggression:NewYork:Raley.
Stodgill(1974)Handbookofleadership:researchandtheorysurvey.NewYork:FreePress.
Taypen,H.S,Summers,E.A.,&Brosch,Q.E.(1999).Ineffectiveleadershipfocusingonthenegativeattributesofemployeesandleaderson
organizationalneutralizers.Ohio:PressPublications.
Timothy,K.A.(2002).Wisebusinessneedsethics.TheBusinessCommunicationsJournal,23(2),123-124.
Ungga,Q.(1999).Hatingyourwork.Whydisenchantmentwithworkisgrowing?TheEconomist,September10th,1999.
WilmeWilmer,P.R.(1993).Astudyofcharacterizingmanagerialderailmentandpersonalitypreferences.ManagementandDevelopmentJournal,26(2),
176-187.