The Combined Effects of Destructive and Constructive Leadership on Thriving at Work and Behavioral Empowerment

This study investigates the within-domain exacerbation phenomenon in relation to employees’ perception of their supervisors’ leadership behaviors. proposes that exposure supervisors relying on a combination destructive behaviors (DLB; operationalized as petty tyranny) and constructive (CLB; transformational leadership) should have more negative consequences followers’ levels thriving behavioral empowerment than exclusively DLB or CLB. was tested using person-centered mixture regression approach with sample 2104 Canadian employees from police organization. Three profiles were identified, representing those exposed moderately (mostly CLB), DLB), inconsistent (CLB DLB) supervisors. Members profile displayed lowest empowerment, followed by members profile, finally profile. Results also suggest inability determine if supervisor is might explain phenomenon. Indeed, clarification seemed beneficial for employees. Increases resulted matching increase empowered centered group organization, while increases CLB individual performance.