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Destructive Leadership – Processes and Consequences

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Developing Leadership and Employee Health Through the Arts

Abstract

This chapter starts with a case describing the development of a leadership process over the time period of three years. Theories and empirical evidence regarding destructive leadership processes and their outcomes are thereafter reviewed and discussed in relation to the case. The focus is on individual characteristics and the processes linking destructive leaders with destructive followers. Bullying processes and their consequences as well as possibilities to counteract destructive leadership and for targets to change their situation is also discussed. A specific focus is given the role of followers or bystanders in destructive leadership processes.

The original version of this chapter was revised. An erratum to this chapter can be found at DOI 10.1007/978-3-319-41969-5_5

An erratum to this chapter can be found at http://dx.doi.org/10.1007/978-3-319-41969-5_5

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  1. Stress Research Institute, Stockholm University, Stockholm, Sweden

    Anna Nyberg

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Nyberg, A. (2016). Destructive Leadership – Processes and Consequences. In: Developing Leadership and Employee Health Through the Arts. Springer, Cham. https://doi.org/10.1007/978-3-319-41969-5_2

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