Analysis of Destructive Leadership-Free-Samples-Myassignmenthelp

Question: Define Destructive Leadership. Answer: Leaders are there to guide the employees and workers of an organization. There are different forms of leadership and they should be implemented effectively. The essay analyses the destructive leadership style and the reasons of adopting the same. After gaining knowledge in the destructive leadership style we can state there is little valid reason for adopting this type of leadership style. It highlights the worst aspects of the leadership style. The worst aspects include the abusive style of treatment, enforcement of tyranny and exertion of supervision. The essay reviews and integrates the extant literature on destructive leadership. I opine for the fact that the destructive leadership includes the volatile behavior by a leader. The leader adopts the destructive leadership style when he intends to harm the organization of a leader. The leader following the destructive leadership style provokes to the followers to contravene the legitimate interests of the organization. It is done adopting the leadership methods and styles that is harmful for the organization. The justification of such behavior is neglected in such form of leadership (Collins Jackson, 2015). However there is a huge confusion between the ineffective leader and the destructive leaders. The destructive leaders lead to negative actions and negative goals. The ineffective leaders lead to neglect of the goals. By ineffective leaders we mean the passive behavior of the leaders (Lam, Walter Huang, 2014). The ineffective leaders do not respond to any situation and does not work for the goals and targets of the company or the organization. While we perform the destructive leadership style then we need to concentrate on the harmful behavior that we can perpetrate. It is done to include in the process of leadership (Schyns Schilling, 2013). I felt the need to argue to establish the point that the destructive leadership is different from the other harmful leadership style. In the harmful process of leadership the leaders themselves perform the actions that are harmful for organization. On the contrary the destructive leadership program includes provoking the followers to perform some wrong actions. The consequences of such actions lead to harmful consequences. There are certain manifestations of Destructive leadership style. The first and foremost manifestation is the instance is when the leaders encourage the followers to pursue the goals that undermine the legitimate interest of the organization. For example, if the priority of the organization is the best quality of the products the leader who follows the destructive leadership style opposes it and inspires the followers to encourage doing the opposite for the same (Krasikova, Green and LeBreton, 2013). Therefore from the above essay this can be concluded that the destructive leadership can be termed as a volitionally harmful behavior. The leaders aim towards the betterment of the organization. The leaders who follow the destructive leadership process aims at the destruction of the company. The choice of the harmful methods of the influence in such cases is both volitional and intentional. The leaders voluntarily choose actions. The final conclusion that can be made by analyzing the above discussed forms of leadership is that a leader must aim at improving the organization. The leader is an important agent of motivating the employees. Thus destructive leadership is not a desirable process and a negative process. References Krasikova, D., Green, S. and LeBreton, J. (2013). Destructive Leadership.Journal of Management, 39(5), pp.1308-1338. Schyns, B., Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes.The Leadership Quarterly,24(1), 138-158. Collins, M. D., Jackson, C. J. (2015). A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership.The Leadership Quarterly,26(3), 386-401. Lam, C. K., Walter, F., Huang, X. (2014). Antecedents and consequences of destructive leadership: a resource depletion persp