An empirical investigation of the antecedents, behaviors, and outcomes of bad leadership
Date of this Version
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.
This document has been peer reviewed.