Shows Einarsen et al's (2007) model of destructive leadership, and Padilla et al's (2007) Toxic Triangle

1. 1
Destructive Leadership Behaviours
Supportive-
disloyal
Constructive
Derailed Tyranical
Einarsen et al., 2007 – Figure 1. A model of destructive leadership behaviour.
Laissez-
Faire
Pro
-organisational
Anti
-organisational
Pro-subordinate
Anti-subordinate

2. 2
Types of Destructive Leadership Behaviour)
Tyrannical Leadership
Supportive-Disloyal Leadership
Derailed Leadership
anti-subordinate/pro-organisational.
Typically obtain results not through
but at the cost of subordinates
Humiliate, belittle, and manipulate
subordinates in order to get the job
done
Subordinates vs. Superiors
perceptions
E.g., creating groups of insiders and
outsiders; formenting distrust within
the group; create scapegoats who
they punish severely as a warning to
others
(Einarsen et al., 2007)

3. 3
Types of Destructive Leadership Behaviour)
Tyrannical Leadership
Supportive-Disloyal Leadership
Derailed Leadership
(Einarsen et al., 2007)
Supportive-Disloyal Leadership
Tyrannical Leadership
pro-subordinate/anti-organisational.
overriding concern for camaraderie
and popularity with subordinates at the
expense of the organisation.
May steal organisational resources
such as time, financial resources, may
engage in sabotage or actively prevent
goal attainment, silo mentality.
May encourage loafing or misconduct
by subordinates, reward subordinates
by giving them products.

4. 4
Types of Destructive Leadership Behaviour)
Tyrannical Leadership
Supportive-Disloyal Leadership
(Einarsen et al., 2007)
Derailed Leadership
anti-subordinate/anti-organisational.
may have overriding concern for
themselves at the expense of both
subordinate and organisation.
May humiliate, belittle, and
manipulate subordinates while
simultaneously performing anti-
organisational behaviours like
absenteeism, fraud, theft.
May have good intentions but lack
appropriate management skills; fail to
build teams; be unable to think
strategically; overly ambitious, cold
and aloof; failure to delegate tasks
and responsibilities

5. 5
The Toxic Triangle (Padilla et al, 2007)

6. 6
Key Findings of the Social Science Approach
• Negative correlation Personal Integrity: i.e. being honest,
ethical and trustworthy. Negative relationship between
leader integrity and career derailment
• Individual needs and personality traits: High narcissism,
low emotional maturity, an external locus of control
orientation, and a personalised power orientation are
diametric to ethical leadership behaviour
• Traits and situation interact: Organizational settings with an
ethics code AND leadership, reward systems, and code
support for ethical behavior had the largest negative effect
on unethical conduct. In non-ethics code settings, an
organizational culture focused on self-interest was most
strongly associated with unethical behavior.
Brown and Trevino (2006)