Destructive leadership in organizational research: a bibliometric approach
- PDF / 2,092,722 Bytes
- 21 Pages / 439.37 x 666.142 pts Page_size
- 81 Downloads / 197 Views
Destructive leadership in organizational research: a bibliometric approach Maximilian Scheffler1 · Johannes Brunzel1 Received: 21 April 2020 © The Author(s) 2020
Abstract The dark side leadership literature remains a highly relevant yet fragmented and ambiguous literature stream. Therefore, we conduct a bibliometric analysis using co-citation and pathfinder analysis to describe and visualize the intellectual origins of the field by combining predefined word lists with expert validation. Our results suggest that there are key authors as well as other distinctive characteristics of research that also guides future research. Thematic clusters of the dark side literature suggest heightened emphasis on single dark traits such as narcissism while other constructs such as psychopathy receive little attention. Articles by Tepper can be linked to a central position in the network. Implications for theory and practice are discussed. Keywords Leadership · Dark traits · Bibliometrics · Visualization · Organization science
Introduction Although constructive leadership concepts such as transformational leadership (Bass 1985) still dominates leadership research, the dark side of leadership such as destructive leadership (Einarsen et al. 2007), narcissistic leadership (Rosenthal and Pittinsky 2006) or abusive leadership (Liu et al. 2012) has received heightened attention in the last years. This is in line with our collective memory of organizational misbehavior in the last years ranging from Enron to the VW emission scandal; however, the field has become increasingly fragmented. Therefore, a deep understanding on the diverging field and its consequences on a number of key organizational outcomes is missing (e.g., Spain et al. 2014). This heterogeneity is reflected in the different level of analyses, ranging from individual levels such as Chief Executive Officers (Chatterjee and Hambrick 2007), middle managers (Zhang et al. 2017) to organizational levels (Brown 1997); or different cultural settings such as western- and eastern nations (Zhang et al.
MS received training and supervision on method and program by JB. The analysis was conducted by MS. The manuscript was written by JB. * Johannes Brunzel [email protected]; j.brunzel@tu‑braunschweig.de 1
Institut für Unternehmensführung und Organisation, Technische Universität Braunschweig, Abt‑Jerusalem‑Str. 4, 38106 Brunswick, Germany
13
Vol.:(0123456789)
Scientometrics
2017). In addition, a plethora of outcome or mediating variables have been examined to better understand the effects of destructive leadership such as organizational resource depletion (Buyl et al. 2017), the adaption rate of technologies (Gerstner et al. 2013) or the organizational likelihood to be involved in lawsuits (O’Reilly et al. 2017). Most of these studies point to the double-edge sword of the field whereby dark sides of leadership can have negative as well positive consequences for organizational outcomes under certain boundary conditions (Rosenthal and Pittinsky 2006; Grijalva et al. 2
Data Loading...
