Title

An empirical investigation of the antecedents, behaviors, and outcomes of bad leadership

Date of this Version

8-1-2007

Document Type

Journal Article

Publication Details

Interim status: Citation only.

Erickson, A., Shaw, J. B., Agabe, Z (2007) An empirical investigation of the antecedents, behaviors, and outcomes of bad leadership. 35pp.

See review "Bad bosses get promoted, not punished?" Fri Aug 3, 2007 in Reuters .

This paper has been published in the Journal of Leadership Studies Volume 1, Issue 3, (Fall) 2007, Pages: 26-43, Wiley Periodicals, Inc.

Copyright © University of Phoenix, 2007

Abstract

This exploratory study identifies actions and behaviours which subordinates attribute to ‘bad leadership’ and explores the implications these factors have for organizations. Data was obtained through a web-based survey that generated 335 respondents who completed at least some of the questions. Results identified the prevalence of bad leaders; behaviours causing a leader to be perceived as bad; the impact of bad leaders on the employee and organisation; whether these bad leaders had always been bad; and what happened to the bad leader. An interesting discovery was that the majority of bad leaders were either promoted or rewarded by the organization.

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This document has been peer reviewed.