Shadows of Leadership:The Lived Experiences of Oppressed Followers of Toxic Leaders

Steven Walker; Daryl Watkins

doi:10.33423/jlae.v17i2.2872

Shadows of Leadership:The Lived Experiences of Oppressed Followers of Toxic Leaders

Steven Walker, Daryl Watkins

Management & Technology

National University

Research output: Contribution to journal › Article › peer-review

Abstract

Toxic leadership has been shown to have devastating effects on employee performance and also detrimental impacts on employee psychological and emotional health (Einarsen et al., 2010; Kelloway & Barling, 2010; Mackie, 2008; Tepper, 2007). This qualitative research study investigates the experiences of toxic leadership in organizations reported by 175followers. Follower experiences were analyzed through NVivo. Various themes of toxic leadership emerged, and a model of toxic leadership was created. This paperwill discuss the findings of this study.

Original language	American English
Journal	Journal of Leadership, Accountability and Ethics
Volume	17
DOIs	https://doi.org/10.33423/jlae.v17i2.2872
State	Published - Jul 29 2020

Keywords

toxic leadership model
destructive leadership

Disciplines

Educational Leadership

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10.33423/jlae.v17i2.2872License: CC BY

Shadows of Leadership:The Lived Experiences of Oppressed FollowerFinal published version, 328 KBLicense: CC BY

Cite this

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title = "Shadows of Leadership:The Lived Experiences of Oppressed Followers of Toxic Leaders",

abstract = " Toxic leadership has been shown to have devastating effects on employee performance and also detrimental impacts on employee psychological and emotional health (Einarsen et al., 2010; Kelloway & Barling, 2010; Mackie, 2008; Tepper, 2007). This qualitative research study investigates the experiences of toxic leadership in organizations reported by 175followers. Follower experiences were analyzed through NVivo. Various themes of toxic leadership emerged, and a model of toxic leadership was created. This paperwill discuss the findings of this study.",

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AB - Toxic leadership has been shown to have devastating effects on employee performance and also detrimental impacts on employee psychological and emotional health (Einarsen et al., 2010; Kelloway & Barling, 2010; Mackie, 2008; Tepper, 2007). This qualitative research study investigates the experiences of toxic leadership in organizations reported by 175followers. Follower experiences were analyzed through NVivo. Various themes of toxic leadership emerged, and a model of toxic leadership was created. This paperwill discuss the findings of this study.

KW - toxic leadership model

KW - destructive leadership

UR - https://commons.erau.edu/publication/1858

U2 - 10.33423/jlae.v17i2.2872

DO - 10.33423/jlae.v17i2.2872

M3 - Article

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JO - Journal of Leadership, Accountability and Ethics

JF - Journal of Leadership, Accountability and Ethics

ER -

Shadows of Leadership:The Lived Experiences of Oppressed Followers of Toxic Leaders

Abstract

Keywords

Disciplines

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