Open Access. Powered by Scholars. Published by Universities.®
- Discipline
- Keyword
-
- Destructive leadership (3)
- Bad leadership (1)
- Comparative leadership (1)
- Comparative leadership study (1)
- Cross-cultural leadership (1)
-
- Crosscultural (1)
- Culture and leadership (1)
- Dean candidate pool (1)
- Dean search process (1)
- Destructive behaviour (1)
- Destructive leader typology (1)
- Dysfunctional leadership (1)
- Higher education (1)
- Iranian leadership (1)
- Leadership (1)
- Measuring (1)
- Mistakes made by deans/faculty (1)
- Morale (1)
- Organisations (1)
- Performance management (1)
- Personality-focused scales (1)
- Reference point theory (1)
- Taxonomy (1)
- Toxic (1)
- Toxic leadership (1)
Articles 1 - 6 of 6
Full-Text Articles in Business
Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh
Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh
Anthony Erickson
This article provides insights into the important but relatively unexamined issue of destructive leadership in a non-Western country. Although tentative, the article also provides some guidance for expatriate managers in adapting their own behavior to avoid being categorized as “destructive” by non-Western subordinates. In the following pages, we report the findings of a study of destructive leader behaviors among convenience samples of Australian, American, and Iranian leaders. No differences were found between Australian and American leaders in regard to the nature and frequency of destructive behaviors. As a result, the Australian and American data were combined and compared to a …
Destructive Leadership: Causes, Consequences And Countermeasures, Anthony Erickson, James Shaw, Jane Murray, Sara Branch
Destructive Leadership: Causes, Consequences And Countermeasures, Anthony Erickson, James Shaw, Jane Murray, Sara Branch
Anthony Erickson
In 2010, David Matsuda, an anthropology professor, was asked to study why almost 30 U.S. soldiers in Iraq had committed or attempted suicide in the past year. His investigation showed that while those soldiers often had major problems in their personal lives, the victims also had in common at least one leader (sometimes a couple of leaders) who made their lives hell. While the evidence did not show that the soldiers’ leaders directly caused them to commit or attempt suicide, it did support the notion that the leaders who had made their lives hell had helped to push them over …
Destructive Leader Behaviour: A Study Of Iranian Leaders Using The Destructive Leadership Questionnaire, Ben Shaw, Anthony Erickson, Farzaneh Nassirzadeh
Destructive Leader Behaviour: A Study Of Iranian Leaders Using The Destructive Leadership Questionnaire, Ben Shaw, Anthony Erickson, Farzaneh Nassirzadeh
Anthony Erickson
This study examines destructive leader behaviours among a sample of Iranian leaders. Destructive leader behaviour was measured using the Destructive Leadership Questionnaire (DLQ) developed by Shaw et al. (2011). Data from 700 Iranian subordinates who completed the DLQ were used to identify the dimensions of destructive leadership using principle components factor analysis. The factor analytic data were used to develop an Iranian version of the DLQ. Behavioural scale scores were then used to identify a typology of destructive leaders in the Iranian sample.
The Selection Of A Dean In An Academic Environment: Are We Getting What We Deserve?, Michael Harvey, James Shaw, Ruth Mcphail, Anthony Erickson
The Selection Of A Dean In An Academic Environment: Are We Getting What We Deserve?, Michael Harvey, James Shaw, Ruth Mcphail, Anthony Erickson
Anthony Erickson
Purpose – The purpose of the development of the paper was due to the seemingly endless searching for deans to replace the former dean of three to four years. Design/methodology/approach – The paper was developed around the present relevant secondary data. Findings – The key findings of the paper were that deans were being replaced due to the difference in expectation of the various constituents (e.g. students, faculty, administration, parents) in the performance of the SBA. Research limitations/implications – Limitations of the study were not providing primary data to support the theory based hypotheses of the study. Practical implications – …
A Method For Measuring Destructive Leadership And Identifying Types Of Destructive Leaders In Organizations, James Shaw, Anthony Erickson, Michael Harvey
A Method For Measuring Destructive Leadership And Identifying Types Of Destructive Leaders In Organizations, James Shaw, Anthony Erickson, Michael Harvey
Anthony Erickson
This study describes the development of a measure of the nature of destructive leadership in organizations. We then use scales developed from that measure in a cluster analysis to empirically derive a behavior-based taxonomy of destructive leaders. Data were obtained through a web-based survey that generated 707 respondents. Based on follower perceptions, the results identified seven types of destructive leaders using behavior-focused scales. An interesting discovery was that most of the types of destructive leaders identified were not “all destructive” but rather perceived as extreme on just one or two characteristics.
Measuring Bad Leadership In Organisations, James Shaw, Anthony Erickson
Measuring Bad Leadership In Organisations, James Shaw, Anthony Erickson
Anthony Erickson
This study describes the development of a measure of the nature of bad leadership in organisations. We then use scales developed from that measure in cluster analysis to empirically derive a taxonomy of bad leaders. Data were obtained through a web-based survey that generated 717 respondents. Based on follower perceptions, the results identified seven types of bad leaders based on behaviour-focused scales and seven types of bad leaders identified were not "all bad" but rather perceived as extreme on just one or two characteristics.