Harmful Leader Behaviors: Toward an Increased Understanding of How Different Forms of Unethical Leader Behavior Can Harm Subordinates

Leader social accounts of subordinates' unethical behavior: Examining observer reactions to leader social accounts with moral disengagement language.

When providing social accounts (Sitkin & Bies, 1993) for the unethical conduct of subordinates, leaders may use language consistent with cognitive strategies described by Bandura (1991, 1999) in his work on moral disengagement. That is, leader's social accounts may reframe or reconstrue subordinates' unethical conduct such that it appears less reprehensible. We predict observers will respond ne...

Motives and Emotions behind Destructive Leader Behaviors towards Subordinates: A Supervisor Sensemaking Perspective by

Leadership coaching, leader self-efficacy, and trust in subordinates

In this paper, we used a two-phase exploratory sequential design consisting of qualitative and quantitative research methods and analysis to assess leadership coaching as a leader and leadership development practice. First, we addressed the need for appropriate outcome variables for leadership coaching. Analysis of a focus group study combined with a review of theory resulted in hypotheses link...

Scapegoating and Leader Behavior

Leader self-definition and leader self-serving behavior

The present research investigated the relationship between leader self-definition processes and leader self-serving behaviors. We hypothesized that self-definition as a leader interacts with social reference information (descriptive and injunctive) in predicting leader self-serving actions. Six studies (i.e., two laboratory experiments, two scenario experiments, and two crosssectional surveys) ...