1. The purpose of the interpretive qualitative study was to describe how participants interpreted the consequences of destructive leadership behavior through their lived experiences
and perceptions. This method offered an in-depth awareness about the adverse impact that destructive behaviors have on followers, in particular those in the Millennial
generation.
METHODS
Qualitative research was the optimal methodology for this study because of the interest in the
human experience and how individuals construct meaning in their lives at a particular point in
time (Hesse-Biber, 2010; Merriam, 2002). The interpretive qualitative approach for this study
explored the consequences of destructive leadership through the follower’s lived experiences.
The data collected was through personal interviews, analysis of transcripts, and emerging
themes that created a final product with a rich description of the study.
Research Questions
1. What were the followers’ lived experiences working for leaders perceived as destructive?
2. How did destructive behaviors affect the personal and professional lives of the followers?
RESULTS/CONCLUSIONS
The research confirmed that destructive behaviors of a leader are detrimental to and violate the
legitimate interest of the follower’s role and commitment to the organization. As a result of these
behaviors, followers do not trust leaders, they participated in unethical behavior induced by fear,
lost professional credibility, chose to retaliate against the destructive leader, and lost faith in the
organization because it implicitly condoned the leaders’ destructive behaviors. The leaders in
organizations are failing the future generation of leaders because those who are destructive
experience little to no consequences for their behavior, but are rewarded. Destructive leadership
will continue to perpetuate until organizations and those in leadership roles stop enabling
destructive leaders, educate, and train leaders/followers to be constructive, and encourage
those in a follower role to be courageous.
Millennials and Destructive Leadership
Dr. Rhonda M. Martin and Dr. Absael Antelo
University of the Incarnate, San Antonio, Texas
RATIONALE AND SIGNIFICANCE
By 2018 40% of the workforce will be the millennial generation (U.S. Bureau of Labor Statistics,
2009). These future leaders are greatly impacted by destructive leaders who adversely affect
their followers. One of the many consequences of destructive leadership is the high turnover of
employees. It is costing U.S. companies more in the long-term to keep the destructive leader
versus removing that leader. The significance of this research provides awareness to those in
academia and corporations. We need to educate and mentor millennials as to how to be
courageous followers. For those in leadership roles today, it is time to educate employees on
how to be successful followers who will in turn be great leaders.
IRB Approval # 14-06-012
PARTICIPANTS DEMOGRAPHIC CHARACTERISTICS
CATEGORIES AND THEMES IN THE STUDY
T4. Followers Personal Leadership Style Influenced by Experiences
T3. Followers Personal Impact and Reactions to the Destructive
Behaviors
T2. Follower Experience in a Toxic Work Environment
T1. Insidious Behaviors that were Described by Followers
Leaders
Destructive
Behavior
• Unethical
• Coercion
• Condescending
• Undermining
• Personal Ambition
• No Consequences
Experience in
Environment
• Poisoned Morale
• Demeaning
• Public Humiliation
• Distrust
• Dysfunction
• Chaos
Followers Personal
Impact
• Lowered engagement
• Depressed
• Anxiety
• Avoidance
• Looking for other
opportunities
Leadership
Awareness
• Compassionate
• Servant Leader
• Build trusts
• Golden Rule
• No Verbal Abuse
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