Aasland, M. S.

, 183–184

Abusive leadership

, 28–29

Abusive supervision

, 5, 12, 22, 41, 83–84, 93, 102–103, 147–148, 243

antecedents

, 23–24, 84, 86

consequences

, 84

construct

, 84

definition

, 22–23, 84–85

emergence

, 23–24

outcomes

, 22–23

personality characteristics

, 86–91

supervisor traits

, 85

Active-failed leadership

, 232–233

Actor–partner interdependence model (APIM)

, 44

Affective Events Theory

, 109

Agabe, Z.

, 184

Agentic bias

, 200–201

Agreeableness (Big Five)

, 85

Amazon

, 165

COVID-19

, 173–174

customers

, 172

employees

, 171–172

human resources

, 171

14 Leadership Principles

, 168

market cap

, 167–168

suppliers

, 170

system-wide effects

, 172–173

toxic illusio

, 169

Anger

, 103–104

Animalisation, rhetoric of

, 216–219

Antecedents, abusive supervision

, 23–24

Anti-organizational behaviors

, 230, 245

Anti-organization leadership

, 36

Anti-subordinate behaviours

, 230

Anxiety

, 103–104

Anxious attachment

, 85

Ashforth, B.

, 191

Ashforth's Petty Tyranny Scale

, 191

Attachment orientations

, 89–90

Balwant, P. T.

, 190

Behavioral hypocrisy

, 130–131

Behavioural displays

, 198

Big Five

, 86

Birdi, K.

, 190

Brandebo, M. F.

, 185–188

Burnout

, 147, 150

Causal factors

, 57–63

Coercive leadership

, 28–29

Cognitive Biases

assessment

, 198–200

attribution

, 198–199

Conditional Reasoning Test (CRT)

, 199

decision-making

, 198–199

destructive leaders

, 200–202

framing proclivities

, 199

Machiavellianism (See Machiavellianism)

Collectivism

, 230–231

College application scandal

, 267–271

Conceptualization

, 102–103

hypocrisy

, 130–133

Conditional Reasoning Test (CRT)

, 199

Conducive environment

, 10–11, 17

Conscientiousness (Big Five)

, 85

Conservation of Resources Theory

, 147

Conservation of resource (COR) theory

, 106

Constructive leadership

, 27–28, 36

Constructiveness

, 15

Corporate psychopaths

, 68–70

double psychopathy double trouble

, 75

employee confusion

, 76

employee well-being

, 76

fake corporate social responsibility

, 74–75

financial decision-making

, 76

gender discrimination

, 75

schadenfreude

, 75

Corporate social responsibility (CSR)

, 69

Corruption

, 258–259

COVID-19

, 173–174

Culture

, 230–234

Customer satisfaction

, 120

Dark Triad

, 87–88

Deceptive hypocrites

, 131

Deep-level dissimilarity

, 41–42

Demographic dissimilarity

, 243

Demonology

, 219–220

Dependent attachment

, 85

Depersonalization

, 147

Depression

, 103–104

Derailed leadership

, 28–29, 36, 40–41

Derogation of target bias

, 201

Descriptive statistics

, 151–152

Destructive and constructive leadership (DCL)

, 36–37, 231

Destructive group

, 11–14

Destructive leadership (DL)

, 3–4, 22, 49–50, 68, 102–103, 232–233

conceptualizations

, 102–103, 182

DCL model

, 182–183

definition

, 118

derailed leadership behaviour

, 183–184

destructive group

, 11–14

destructive instructor-leadership scale

, 190

Destructive Leadership Questionnaire (DLQ)

, 185–186, 188–190

Destrudo-L questionnaire

, 185–188

direct effects

, 118–120

dynamic time frame

, 14–15

emotional exhaustion

, 106–108

group process

, 7–11

holistic conceptualization

, 8

indirect effects

, 120–122

laissez-faire leadership behaviour

, 183–184

leader-centrism

, 4–5

methodological approaches

, 16–17

negative affect (NA)

, 108–109

organizational outcomes

, 11–14

organization-oriented leadership behaviours

, 183

prevalence

, 35–36, 101–102

pro-organizational behaviours

, 183

repeated behavior

, 50

scale

, 183–184, 188–189

stress

, 105–106

supportive–disloyal leadership behaviour

, 183–184

systematic behavior

, 50

temporariness

, 15–16

toxic leadership scales (TLSs)

, 182

typology

, 51

tyrannical leadership behaviour

, 183–184

well-being

, 103–105

Destructiveness

, 15

Distress

, 103–104

Double psychopathy double trouble

, 75

Downward mobbing

, 146

Dynamic time frame

, 14–15

Einarsen, S.

, 183–184

Emergence, abusive supervision

, 23–24

Emotional exhaustion

, 103–104, 106, 108, 147

Emotional intelligence (EI)

, 41–42, 85, 88–89

Employee confusion

, 76

Employee well-being

, 76

Epstein donation scandal case

, 267

Erickson, A.

, 184–185

Ethical behavior

, 257

Ethical trainings

, 272–273

Excoriation on subordinates

, 233

Facebook

, 164

Failed leadership

, 28–30

Federal Bureau of Investigation (FBI)

, 258

Female participants

, 243

Financial decision-making

, 76

Financial psychopaths

, 69

Full-range model of leadership

, 24–25

Gazelle Project

, 170

Gender

abusive supervision

, 244

demographic dissimilarity

, 243

discrimination

, 75

Egalitarianism

, 228–229

gender-stereotypic behavior

, 243

leader and follower

, 242–244

leadership

, 240–241

method

, 244

perception

, 241–242

similarity–attraction theory

, 244

toxic triangle model

, 239–240

violation

, 241

Gender-stereotypic behavior

, 243

Global commodity chain

, 166

Global Leadership and Organizational Behaviour Effectiveness (GLOBE) Project

, 227–229

Global value chain (GVC)

, 163–166

Amazon

, 165, 167, 173

ethical management

, 164

toxic illusio

, 164, 166–167

toxicity

, 164

Goal-oriented influence

, 26–27

Group outcomes

, 4–5

Group processes

, 4–5

volitional behavior

, 9

Hardiness

, 147–148, 155

Harvey, M.

, 185

HEXACO

, 85

model of personality

, 24

Historiometric analysis

, 17

Honesty-humility

, 85

Hostile attribution bias

, 201

Human failings

, 214–216

Human resources (HR) practice

, 77

Hypocrisy

, 129–130, 138–139

affective and attitudinal outcomes

, 133–138

behavioral consequences

, 137–138

consequences

, 133

deceptive

, 131

emotional reactions

, 134

endogenous and exogenous

, 131–132

job and organization

, 136

misalignment

, 133

moral

, 130–131

trust

, 135

Hypotheses testing

, 151

Immense personal gains

, 217

Implicit aggression biases

, 201

Individualism–Collectivism Dimension

, 227–228

Insincere leadership

, 27–28, 30

Interlocking human stories

, 212

Jacobs, R.

, 188–189

Job satisfaction

, 120

Laissez-faire leadership (CFL)

, 22, 36, 230

vs. abusive supervision

, 24–25

climate and employee consciousness

, 120–121

outcomes

, 25

transactional leadership

, 24–25

transformational leadership

, 24–25

Laissez-faire leadership (LFL)

, 52–53, 101–102

causal factors

, 57–63

negative effect

, 53

predictors

, 63

prosocial and egotistical values

, 53

vs. pseudotransformational leadership (PTL)

, 53–54

vs. unethical leadership (UL)

, 53–54

Larsson, G.

, 185–188

Leader-centrism

, 4–5

problems

, 5–6

Leader emergence

, 4–5

Leader hypocrisy

, 133

Leader intuition bias

, 201

Leader-member exchange (LMX) theory

, 13, 37–38

Leadership

influences

, 70–71

national culture on

, 226–229

Lehman’s bankruptcy

, 217

Ling, W.

, 189–190

Liu, Y.

, 189–190

Loyalty bias

, 205

Lseth, A. M. S. B.

, 183–184

Lu, H.

, 189–190

Machiavellianism

, 39, 43, 85

destructive leadership (DL) biases

, 206–207

elimination bias

, 204

elimination bias, fear of

, 205

entitlement bias

, 205

loyalty bias

, 205

Machiavellian leaders

, 203–205

self-promotion bias

, 204

Management theory

, 117–118

Managerial tyranny

, 13–14

Media oscillation

, 215–216

Media stories

, 213–214

Meltdown monday

, 216

Mental health

, 73

Meta-model leadership

, 25–29

Metaphorical descriptions

, 214

Mindfulness

, 85, 91

Mobbing

, 146, 150

Moral hypocrisy

, 130–131

MTurk

, 156

Narcissism

, 43, 55–56, 85, 118–119

Narcissistic leadership

, 244

National Collegiate Athletic Association (NCAA)

, 5–6

Negative affect (NA)

, 108–109

Negative leadership

, 25, 29–30

Negative organizational outcomes

, 121

Neuronal executive control

, 85

Neuroticism (Big Five)

, 85

Nilsson, S.

, 185–188

Non-leadership. See also Laissez-faire leadership

, 24, 29–30

Nonprofit organizational leadership

BOD governance

, 271–272

college application scandal

, 267–271

corruption

, 258–259

damaged public trust consequence

, 257–259

Epstein donation scandal case

, 267

ethical behavior

, 257

ethical trainings

, 272–273

Federal Bureau of Investigation (FBI)

, 258

mission-driven nature

, 257

Oxfam sex scandal case

, 266–267

reporting destructive behaviors

, 273

toxic leadership behaviors

, 260–264

unethical leadership behaviors

, 256

weaker regulatory environment

, 259–260

Nonprofit organizations (NPOs). See Nonprofit organizational leadership

One-with-many model (OWM)

, 44

Organizational citizenship behaviour (OCB)

, 38–39, 137–138

Organizational commitment

, 136

Organizational outcomes

, 11–14

direct effects

, 118–120

indirect effects

, 120–122

Organization-directed destructive leadership

, 233–234

Oxfam sex scandal case

, 266–267

Passive/ineffective leadership

, 232–233

Paternalistic leadership (PL)

, 38

Perceived effectiveness

, 4–5

Perfectionism

, 85, 90

Personality traits

, 121–122

Petty tyranny

, 12, 42, 102–103

Positive affect (PA)

, 108

Post hoc analysis

, 151–155

Potency bias

, 201

Power attribution bias

, 200–201

Predictors

, 57–63

Pro-subordinate leadership

, 36

Provocative behaviour

, 24

Pseudotransformational leadership (PTL)

, 41, 50–51

causal factors

, 57

definition

, 51

predictors

, 57

transformational leadership

, 52

Psychopathic leader

employees

, 71–74

organisations

, 74–76

Psychopaths

, 69

Reputation management

, 213–214

Rhetoric of animalisation

, 216–219

Royal Bank of Scotland (RBS)

, 212

Sawyer, K. B.

, 188–189

Schadenfreude

, 75

Schmidt's Toxic Leadership Scale

, 192

Self-control capacity

, 85

Self-gratification

, 217

Self-promotion bias

, 204

Self-serving leadership

, 28

Shaw, J.

, 184

Shaw, J. B.

, 185

Similarity–attraction theory

, 244

Skogstad, A.

, 183–184

Smoking gun

, 204

Social discounting bias

, 201

Social hierarchy orientation bias

, 201

Social learning

, 227

Social support

, 148–149

Standard deviation (SD)

, 150–151

Stephan, U.

, 190

Stress

, 105–106

Stress-related growth (SRG)

, 144

alpha coefficients

, 152

burnout

, 147

correlations

, 152

coworker support

, 148–149, 154

data analysis

, 150–151

descriptive statistics

, 151–152

hardiness

, 147–148, 155

hypotheses testing

, 151

measures

, 149–150

mobbing

, 146

participants

, 149

post hoc analysis

, 151–155

procedure

, 149

theoretical and practical contributions

, 157–158

work

, 145–146

Subjective well-being

, 103–104

Subordinate-directed destructive leadership

, 233–234

Supportive–disloyal leadership

, 36

leader–member exchange (LMX) theory

, 37–38

Machiavellianism

, 39

organizational citizenship behaviour (OCB)

, 38–39

paternalistic leadership (PL)

, 38

Susceptible followers

, 10

Task performance

, 137

Tate, B. W.

, 188–189

Tepper’s abusive supervision scale

, 191–192

Thoroughgood, C. N.

, 188–189

Three Nightmare Traits

, 86–87

Toxic illusio

, 164, 166–167

Toxic leaders

, 201

Toxic leadership

, 5, 40, 68, 102–103, 163–164, 244, 260, 264

Toxic triangle model

, 239–240

Transactional leadership

, 24–25

Transformational leadership

, 24–25

Tyrannical leadership

, 36, 41, 43, 102–103

Unethical leadership (UL)

, 53–54, 256

definition

, 55

narcissism

, 55–56

predictors

, 63

workplace pressures

, 56

Unethical pro-organizational behavior (UPB)

, 56

Unqualified support

, 13

Victimization by powerful others bias

, 201

Virtuous leadership

, 27–28

Volitional behavior

, 9

Wall Street

, 69

Walmart

, 170

Well-being

, 103–105

Workplace pressures

, 56

Wu, Y.

, 189–190