Leaders and followers behaving badly: A meta-analytic examination of curvilinear relationships between destructive leadership and followers’ workplace behaviors

Jeremy D. Mackey, Charn P. McAllister, Liam P. Maher, Gang Wang

Research output: Contribution to journalArticlepeer-review

22 Scopus citations

Abstract

We draw from social psychological and resource-based theories to meta-analytically examine curvilinear relationships between destructive leadership and followers’ workplace behaviors (i.e., job performance, organizational citizenship behaviors, and workplace deviance). Overall, our meta-analytic results demonstrate that relationships between destructive leadership and followers’ workplace behaviors are essentially linear. The limited evidence of curvilinear relationships we did find supports the application of social psychological theories when examining high levels of destructive leadership. Overall, this study's meta-analytic regression, relative weight, and semipartial correlation results have important implications for how to interpret the conclusions drawn from prior destructive leadership research, how to conduct future studies that examine destructive leadership, and practitioners’ attempts to limit the effects of destructive leadership on followers’ workplace behaviors.

Original languageEnglish (US)
Pages (from-to)3-47
Number of pages45
JournalPersonnel Psychology
Volume72
Issue number1
DOIs
StatePublished - Mar 1 2019
Externally publishedYes

ASJC Scopus subject areas

  • Applied Psychology
  • Organizational Behavior and Human Resource Management

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