Araştırma Makalesi
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Dark Leadership Styles: A Conceptual Review

Yıl 2021, Cilt: 23 Sayı: 2, 901 - 924, 30.06.2021
https://doi.org/10.16953/deusosbil.775143

Öz

In recent years although a developing literature about dark leadership exists, the use of different terms for the concept and the emergence of various leadership styles, which are expressed as dark, indicate that the area deviates from a unifying theoretical framework. This situation creates a complexity about what dark leadership exactly is. To fill the gap in local literature and contribute to a clearer understanding of the related concept, in this study it is aimed to draw a general profile of related literature through some research questions. For this purpose, the conceptualization of dark leadership, dark leadership styles, similarities and divergences between styles were included in the context of literature and the significant issues were mentioned in discussion and conclusion section. The study has conceptual and descriptive method. A recent study on dark leadership, which is directly related to many critical variables for the success and sustainability of organizations, is expected to contribute to future research and practitioners.

Kaynakça

  • Aasland, M. S., Skogstad, A., Notelaers, A., Nielsen, M. B. & Einarsen, S. (2010). The prevalence of destructive leadership behavior. British Journal of Management, 21, 438-452.
  • Allio, R. J. (2007). Bad leaders: how they get that way and what to do about them. Strategy and Leadership, 35(3), 12-17.
  • Alvinius, A., Johansson, E., & Larsson, G. (2016). Negative organizations: antecedents of negative leadership. In: d. Watola & d. Woycheshin (eds.). Negative leadership: International perspectives. Ontario (Canada): Canadian Defence Academy Press.
  • Aravena, F. (2017). Destructive leadership behaviour: An explanatory study in Chile. Leadership and Policy in Schools, 18(1), 83-96.
  • Armitage, A. (2015). The dark side: The poetics of toxic leadership. Advances in Developing Human Resources, 17(3), 376-390.
  • Aryee, S., Chen, Z. X., Sun, L., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: test of a trickle-down model. Journal of Applied Psychology, 92, 191–201.
  • Ashforth, B. E. (1994). Petty tyranny in organizations. Human Relations, 47, 755-778.
  • Bakan, İ. & Yılmaz, Y. S. (2019). Toksik liderliğin tükenmişliğe etkisi: bir alan araştırması. Kahramanmaraş Sütçü İmam Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 9(2), 1-12.
  • Barca, M. (2005). Stratejik yönetim düşüncesinin evrimi: Bilimsel bir disiplinin oluşum hikayesi. Yönetim Araştırmaları Dergisi, 5(1), 7-38.
  • Başar, U. & Açıkgöz, S. (2020). Çalışanların karanlık liderlik algısı ile intikam alma niyeti arasındaki ilişkide nevrotizmin düzenleyici rolü. 28. Ulusal Yönetim ve Organizasyon Kongresi,410-421, Ankara Sosyal Bilimler Üniversitesi, Ankara.
  • Başar, U. (2020a). A multilevel study of relationships between leaders’ dark triad and employee burnout: Mediating role of perceived dark leadership. Journal of Business Research-Turk, 12(3), 2407-2423.
  • Başar, U. (2020b). İşyerinde karanlık liderlik algısı ölçeği. İstanbul Kent Üniversitesi İnsan ve Toplum Bilimleri Dergisi, 1(1), 70-103.
  • Başar, U. (2020c). Perceived organizational politics as a mediator of the relationship between perceived dark leadership and ıntention to quit. 19. International Business Congress, 98-106, Erciyes Üniversitesi, Kayseri.
  • Başar, U., Sığrı, Ü. & Basım, N. (2016). İş yerinde karanlık liderlik. İş ve İnsan Dergisi, 3(2), 65-76.
  • Baumeister, R. F., Bratslavsky, E., Finkenauer, C. &Vohs, K. D. (2001). Bad is stronger than good. Review of General Psychology, 5(4), 323-370.
  • Bektaş, M. & Erkal, P. (2015). Toxicity behaviors in organizations: study of reliability and validity of toxic emotional experiences scale. Research Journal of Business and Management, 2(4), 519-529.
  • Benson, M., & Hogan, R. (2008). How dark side leadership personality destroys trust and degrades organisational effectiveness. Organisations & People, 15(2), 10-18.
  • Bollaert, H., & Petit, V. (2010). Beyond the dark side of executive psychology: Current research and new directions. European Management Journal, 28(5), 362–376.
  • Börü, D. E., Çakarel, Y. T., Ufacık, O. E. & Arslan, G. (2020). Toksik liderliğin örgütsel sinizm üzerindeki etkisi: otomotiv sektöründe bir araştırma. İktisadi İdari ve Sosyal Araştırmalar Dergisi, 5(12), 194-216.
  • Braun, S., Peus, C., Weisweiler, S. & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.
  • Brunell, A. B., Gentry, W. A., Campbell, W. K., Hoffman, B. J., Kuhnert, K. W., & Demarree, K. G. (2008). Leader emergence: The case of the narcissistic leader. Personality & Social Psychology Bulletin, 34(12), 1663–1676.
  • Burke, R. J. (2006). Why leaders fail: Exploring the dark side. International Journal of Manpower, 27(1), 91-100.
  • Burton, J. P. & Hoobler, J. M. (2006). Subordinate self-esteem and abusive supervision. Journal of Managerial Issues, 18(3), 340-355.
  • Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19, 44–55.
  • Conger, J. A., Kanungo, R. N., & Menon, S. T. (2000). Charismatic leadership and follower effects. Journal of Organizational Behavior, 21(7), 747–767.
  • Contreras, F. V. & Espinosa, J. C. (2019). The blurred edge between “bright” and “dark” side of leadership. Espacicos, 40(7), 7.
  • Dandira, M. (2012). Dysfunctional leadership: organizational cancer. Business Strategy Series 13(4), 187–192.
  • DeCelles, K., & Pfarrer, M. (2004). Heroes or villains? corruption and the charismatic leader. Journal of Leadership and Organizational Studies, 11(1), 67-77.
  • Duffy, M. K. & Ferrier, W. J. (2003). Birds of a feather...? how supervisor- subordinate dissimilarity moderates the ınfluence of supervisor behaviors on workplace attitudes. Group and Organization Management, 28(2), 217-248.
  • Einarsen, S., Aasland, M. S. & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207-216.
  • Erickson, A., Shaw, J. B., & Agabe, Z. (2007). An empirical investigation of the antecedents, behaviors, and outcomes of bad leadership. Journal of Leadership Studies, 1(3), 26-43.
  • Fascia, S. (2008). The value of dark leadership. Journal of Strategy, Operations & Economics (JSOE), 3(2), 1-6.
  • Foels, R. E., Driskell, J. E., Mullen, B. & Salas, E. (2000). The effects of democratic leadership on group member satisfaction: An integration. Small Group Research 31(6), 676-701.
  • Goldman, A. (2006). Personality disorders in leaders: Implications of the DSM IV-TR in assessing dysfunctional organizations. Journal of Managerial Psychology, 21(5), 392–414.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, March-April, 78-90.
  • Harms, P. D., Spain, S. M., & Hannah, S. T. (2011). Leader development and the dark side of personality. Leadership Quarterly, 22(3), 495-509.
  • Harris, A. & Jones, M. (2018) The dark side of leadership and management. School Leadership & Management, 38(5), 475-477.
  • Harris, K. J., Harvey, P., Harris, R. B. & Cast, M. (2013). An Investigation of abusive supervision, vicarious abusive supervision, and their joint ımpacts. The Journal of Social Psychology, 153(1), 38-50.
  • Harvey, P., Stoner, J., Hochwarter, W. & Kacmar, C. (2007). Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes.The Leadership Quarterly, 18(3), 264-280.
  • Higgs, M. (2009). The Good, the bad and the ugly: Leadership and Narcissism. Journal of Change Management, 9(2), 165-178.
  • Hitchcock, M. (2015). The relationship between toxic leadership, organizational citizenship, and turnover behaviours among san diego nonprofits paid staff. university of San Diego. (Yayınlanmış Doktora Tezi). ABD.
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KARANLIK LİDERLİK TARZLARI: KAVRAMSAL BİR DEĞERLENDİRME

Yıl 2021, Cilt: 23 Sayı: 2, 901 - 924, 30.06.2021
https://doi.org/10.16953/deusosbil.775143

Öz

Karanlık liderliğe ilişkin son yıllarda gelişen bir yazın olsa da kavrama yönelik farklı terimlerin kullanılması ve karanlık olarak ifade edilen çeşitli liderlik tarzlarının ortaya çıkışı alanın birleştirici teorik bir çerçeveden uzaklaştığını göstermektedir. Bu durum karanlık liderliğin aslında tam olarak ne olduğu konusunda karmaşıklık oluşturmaktadır. Karanlık liderliğe ilişkin gerek yerel yazındaki boşluğu doldurmak gerekse ilgili kavramın daha net anlaşılmasına katkı sağlamak maksadıyla bu çalışmada bazı araştırma soruları vasıtasıyla ilgili yazının genel bir profilinin çizilmesi amaçlanmıştır. Bu amaca yönelik olarak karanlık liderliğin kavramsallaştırılmasına, karanlık liderlik tarzlarına, tarzlar arasında benzeşen ve ayrışan yönlere, karanlık liderliğin öncüllerine ve sonuçlarına ilgili yazın bağlamında yer verilmiş ve bulgu niteliği taşıyan hususlara tartışma ve sonuç kısmında değinilmiştir. Çalışma yöntemsel açıdan kavramsal ve tanımlayıcı bir nitelik taşımaktadır. Örgütlerin başarısı ve sürekliliği için kritik olarak değerlendirilebilecek birçok değişkenle doğrudan ilgili olan karanlık liderliğe ilişkin güncel bir çalışmanın gelecek araştırmalara ve uygulayıcılara katkı sağlaması beklenmektedir.

Kaynakça

  • Aasland, M. S., Skogstad, A., Notelaers, A., Nielsen, M. B. & Einarsen, S. (2010). The prevalence of destructive leadership behavior. British Journal of Management, 21, 438-452.
  • Allio, R. J. (2007). Bad leaders: how they get that way and what to do about them. Strategy and Leadership, 35(3), 12-17.
  • Alvinius, A., Johansson, E., & Larsson, G. (2016). Negative organizations: antecedents of negative leadership. In: d. Watola & d. Woycheshin (eds.). Negative leadership: International perspectives. Ontario (Canada): Canadian Defence Academy Press.
  • Aravena, F. (2017). Destructive leadership behaviour: An explanatory study in Chile. Leadership and Policy in Schools, 18(1), 83-96.
  • Armitage, A. (2015). The dark side: The poetics of toxic leadership. Advances in Developing Human Resources, 17(3), 376-390.
  • Aryee, S., Chen, Z. X., Sun, L., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: test of a trickle-down model. Journal of Applied Psychology, 92, 191–201.
  • Ashforth, B. E. (1994). Petty tyranny in organizations. Human Relations, 47, 755-778.
  • Bakan, İ. & Yılmaz, Y. S. (2019). Toksik liderliğin tükenmişliğe etkisi: bir alan araştırması. Kahramanmaraş Sütçü İmam Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 9(2), 1-12.
  • Barca, M. (2005). Stratejik yönetim düşüncesinin evrimi: Bilimsel bir disiplinin oluşum hikayesi. Yönetim Araştırmaları Dergisi, 5(1), 7-38.
  • Başar, U. & Açıkgöz, S. (2020). Çalışanların karanlık liderlik algısı ile intikam alma niyeti arasındaki ilişkide nevrotizmin düzenleyici rolü. 28. Ulusal Yönetim ve Organizasyon Kongresi,410-421, Ankara Sosyal Bilimler Üniversitesi, Ankara.
  • Başar, U. (2020a). A multilevel study of relationships between leaders’ dark triad and employee burnout: Mediating role of perceived dark leadership. Journal of Business Research-Turk, 12(3), 2407-2423.
  • Başar, U. (2020b). İşyerinde karanlık liderlik algısı ölçeği. İstanbul Kent Üniversitesi İnsan ve Toplum Bilimleri Dergisi, 1(1), 70-103.
  • Başar, U. (2020c). Perceived organizational politics as a mediator of the relationship between perceived dark leadership and ıntention to quit. 19. International Business Congress, 98-106, Erciyes Üniversitesi, Kayseri.
  • Başar, U., Sığrı, Ü. & Basım, N. (2016). İş yerinde karanlık liderlik. İş ve İnsan Dergisi, 3(2), 65-76.
  • Baumeister, R. F., Bratslavsky, E., Finkenauer, C. &Vohs, K. D. (2001). Bad is stronger than good. Review of General Psychology, 5(4), 323-370.
  • Bektaş, M. & Erkal, P. (2015). Toxicity behaviors in organizations: study of reliability and validity of toxic emotional experiences scale. Research Journal of Business and Management, 2(4), 519-529.
  • Benson, M., & Hogan, R. (2008). How dark side leadership personality destroys trust and degrades organisational effectiveness. Organisations & People, 15(2), 10-18.
  • Bollaert, H., & Petit, V. (2010). Beyond the dark side of executive psychology: Current research and new directions. European Management Journal, 28(5), 362–376.
  • Börü, D. E., Çakarel, Y. T., Ufacık, O. E. & Arslan, G. (2020). Toksik liderliğin örgütsel sinizm üzerindeki etkisi: otomotiv sektöründe bir araştırma. İktisadi İdari ve Sosyal Araştırmalar Dergisi, 5(12), 194-216.
  • Braun, S., Peus, C., Weisweiler, S. & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.
  • Brunell, A. B., Gentry, W. A., Campbell, W. K., Hoffman, B. J., Kuhnert, K. W., & Demarree, K. G. (2008). Leader emergence: The case of the narcissistic leader. Personality & Social Psychology Bulletin, 34(12), 1663–1676.
  • Burke, R. J. (2006). Why leaders fail: Exploring the dark side. International Journal of Manpower, 27(1), 91-100.
  • Burton, J. P. & Hoobler, J. M. (2006). Subordinate self-esteem and abusive supervision. Journal of Managerial Issues, 18(3), 340-355.
  • Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19, 44–55.
  • Conger, J. A., Kanungo, R. N., & Menon, S. T. (2000). Charismatic leadership and follower effects. Journal of Organizational Behavior, 21(7), 747–767.
  • Contreras, F. V. & Espinosa, J. C. (2019). The blurred edge between “bright” and “dark” side of leadership. Espacicos, 40(7), 7.
  • Dandira, M. (2012). Dysfunctional leadership: organizational cancer. Business Strategy Series 13(4), 187–192.
  • DeCelles, K., & Pfarrer, M. (2004). Heroes or villains? corruption and the charismatic leader. Journal of Leadership and Organizational Studies, 11(1), 67-77.
  • Duffy, M. K. & Ferrier, W. J. (2003). Birds of a feather...? how supervisor- subordinate dissimilarity moderates the ınfluence of supervisor behaviors on workplace attitudes. Group and Organization Management, 28(2), 217-248.
  • Einarsen, S., Aasland, M. S. & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207-216.
  • Erickson, A., Shaw, J. B., & Agabe, Z. (2007). An empirical investigation of the antecedents, behaviors, and outcomes of bad leadership. Journal of Leadership Studies, 1(3), 26-43.
  • Fascia, S. (2008). The value of dark leadership. Journal of Strategy, Operations & Economics (JSOE), 3(2), 1-6.
  • Foels, R. E., Driskell, J. E., Mullen, B. & Salas, E. (2000). The effects of democratic leadership on group member satisfaction: An integration. Small Group Research 31(6), 676-701.
  • Goldman, A. (2006). Personality disorders in leaders: Implications of the DSM IV-TR in assessing dysfunctional organizations. Journal of Managerial Psychology, 21(5), 392–414.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, March-April, 78-90.
  • Harms, P. D., Spain, S. M., & Hannah, S. T. (2011). Leader development and the dark side of personality. Leadership Quarterly, 22(3), 495-509.
  • Harris, A. & Jones, M. (2018) The dark side of leadership and management. School Leadership & Management, 38(5), 475-477.
  • Harris, K. J., Harvey, P., Harris, R. B. & Cast, M. (2013). An Investigation of abusive supervision, vicarious abusive supervision, and their joint ımpacts. The Journal of Social Psychology, 153(1), 38-50.
  • Harvey, P., Stoner, J., Hochwarter, W. & Kacmar, C. (2007). Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes.The Leadership Quarterly, 18(3), 264-280.
  • Higgs, M. (2009). The Good, the bad and the ugly: Leadership and Narcissism. Journal of Change Management, 9(2), 165-178.
  • Hitchcock, M. (2015). The relationship between toxic leadership, organizational citizenship, and turnover behaviours among san diego nonprofits paid staff. university of San Diego. (Yayınlanmış Doktora Tezi). ABD.
  • Hogan, R. (1994). Trouble at the Top: Causes and consequences of managerial incompetence. Consulting Psychology Journal, Winter.
  • Hogan, R., & Hogan, J. (2001). Assessing Leadership: A view from the dark side. International Journal of Assessment and Selection, 9(1-2), 40-51.
  • Hoobler, J. M., & Brass, D. J. (2006). Abusive supervision and family undermining as displaced aggression. Journal of Applied Psychology, 91(5), 1125–1133.
  • Howell, J. P., Bowen, D. E., Dorfman, P. W., Kerr, S. & Podsakoff, P. M. (1990). Substitutes for leadership: Effective alternatives to ineffective leadership. Organizational Dynamics, 19(1), 20-38.
  • IvyPanda. (2019). Concepts of dark leadership. Retrieved from https://ivypanda.com/essays/dark-leadership-essay/. (13.07.2020)
  • Jonason, P., Wee, S., Li, N., & Jackson, C. (2014). Occupational niches and the dark triad traits. Personality and Individual Differences, 69, 119–123.
  • Judge, T. A., LePine, J. A., & Rich, B. L. (2006). Loving yourself abundantly: Relationship of the narcissistic personality to self and other perceptions of workplace deviance, leadership, and task and contextual performance. Journal of Applied Psychology, 91(4), 762–776.
  • Judge, T.A., Piccolo, R. F. & Kosalka, T. (2009). The bright and dark sides of leader traits: a review and theoretical extension of the leader trait paradigm. The Leadership Quarterly, 20(6), 855-875.
  • Kellerman B. (2005). How bad leadership happens. Leader to Leader, (35), 41–46.
  • Khoo, H. S. & Burch, G. J. (2008). The “dark side” of leadership personality and transformational leadership: an exploratory study. Personality and Individual Differences, Vol. 44(1), 86-97.
  • Krasikova, D. N., Green, S. G. & LeBreton, J. M. (2013). Destructive leadership: A theoretical review, integration, and future research agenda. Journal of Management, 39(5), 1308-1338.
  • Landa, D. & Tyson, S. A. (2017). Coercive leadership. American Journal of Political Science, 61(3), 559–574.
  • Lipman-Blumen, J. (2005). The allure of toxic leaders: Why followers rarely escape their clutches. Ivey Business Journal, 69(3), 1-40.
  • Luthans, F., & Avolio, B. (2003). Authentic leadership development. In K. S. Cameron, S. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship—Foundations of a new discipline (pp. 241-258). San Francisco, CA: Berrett-Koehler.
  • Maccoby, M. (2004). Narcissistic leaders: The incredible Pros, the inevitable cons. Harvard Business Review, 78(1), 92-10.
  • Mackey, J. D., Frieder, R. E., Brees, J. R., & Martinko, M. J. (2017). Abusive supervision: A meta-analysis and empirical review. Journal of Management, 43(6), 1940–1965.
  • May, D., Wesche, J. S., Heinitz, K., & Kerschreiter, R. (2014). Coping with destructive leadership: Putting forward an integrated theoretical framework for the interaction process between leaders and followers. Zeitschrift für Psychologie, 222, 203–213.
  • McCleskey, B. (2013). The dark side of leadership: Measurement, assessment, and intervention. Business Renaissance Quarterly, 8(2), 35–53.
  • McIntosh, G., & Rima, S. (1997). Overcoming the dark side of leadership: The paradox of personal dysfunction. Grand Rapid, MI: Baker Books.
  • Mellahi, K., Jackson, P., & Sparks, L. (2002). An exploratory study into failure in successful organizations: the case of Marks & Spencer. British Journal of Management, 13, 15-29.
  • Mitchell, M. S., Vogel, R. M. & Folger, R. (2015). Third Parties’ reactions to the abusive supervision of coworkers. Journal of Applied Psychology, 100(4), 1040-1055.
  • Molinero, J. M. S. (2000). The Origins of the State: From Reciprocity to Coercive Power. Constitutional Political Economy, 11, 231–253.
  • Özen Kutanis, R., E. Özsoy, A. Karakiraz ve O. Uslu (2015). Örgütsel davranış araştırmalarında kişiliğin karanlık yönü (narsisizm, makyavelizm ve psikopati) dikkate alınıyor mu? 23. Ulusal Yönetim ve Organizasyon Kongresi, 14-16 Mayıs, Muğla Sıtkı Koçman, Muğla.
  • Özsoy, E. & Ardıç, K. (2017). Karanlık üçlü’nün (narsisizm, makyavelizm ve psikopati) iş tatminine etkisinin incelenmesi. Celal Bayar Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 24(2), 391-406.
  • Özsoy, E. & Ardıç, K. (2020). Çalışanların Karanlık Kişilik Özelliklerinin Tükenmişliğe Etkisinde Genel Öz-Yeterliliğin Düzenleyici Rolü. Manas Sosyal Araştırmalar Dergisi, 9(1), 144-154.
  • Padilla, A., Hogan, R. & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. . The Leadership Quarterly, 18(3), 176-194.
  • Paulhus, D. L., & Williams, K. (2002). The dark triad of personality: Narcissism, Machiavellianism, and psychopathy. Journal of Research in Personality, 36(6), 556-568.
  • Quimet, G. (2010). Dynamics of narcissistic leadership in organizations: Towards an integrated research model. Journal of Managerial Psychology, 25(7), 713-726.
  • Reed, G. (2004). Toxic leadership. Military Review, July-August, 67-71.
  • Reed, G. E., & Bullis, R. C. (2009). The impact of destructive leadership on senior military officers and civilian employees. Armed Forces & Society, 36(1), 5–18.
  • Reyhanoğlu, M. & Akın, Ö. (2016). Toksik liderlik örgütsel sağlığı olumsuz yönde tetikler mi? İnsan ve Toplum Bilimleri Araştırmaları Dergisi, 5(3), 442-459.
  • Rosenthal, S. A., & Pittinsky, T. L. (2006). Narcissistic leadership. The Leadership Quarterly, 17, 617-633.
  • Saleh, H. G. A., Hu, W., Hassan, H. M. A., & Khudaykulova, M. (2018). Dark leadership impact on psychological well-being and work-family conflict: implications for project success of bahrain companies. Journal of International Business Research and Marketing, 3(3), 32-39.
  • Schilling, J. (2009). From ineffectiveness to destruction: A qualitative Study on the meaning of negative leadership. Leadership, 5, 102-128.
  • Schmidt, A. A. (2008). Development and validation of the toxic leadership scale.( Master of Science). The Faculty of The Graduate School Of The University of Maryland, College Park, ABD.
  • 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.
  • Serdar, E. & Özsoy, E. (2019). İstismarcı yönetim: bir literatür taraması. İzmir Kâtip Çelebi Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 2(1), 1-11.
  • Skogstad, A., Einarsen, S., Torsheim, T., Aasland, T. M., & Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior. Journal of Occupational Health Psychology, 12(1), 80–92.
  • Slattery, C. (2009). The dark side of leadership: Troubling times at the top. Retrieved from http//www.semannslattery.com/file_download/156. (Erişim Tarihi: 28.06.2020).
  • Takala, T. (2010). Dark leadership, charisma and trust. Psychology, 1, 59-63.
  • Tepper, B. J. (2000). Consequences of abusive supervision. The Academy of Management Journal, 43(2), 178-190.
  • Tepper, B. J., Carr, J., Breaux, D. M., Geider, S., Hu, C., & Hua, W. (2009). Abusive supervision, intentions to quit, and employees’ workplace deviance. Organizational Behavior and Human Decision Processes, 109(2), 156–167.
  • Tepper, B. J., Duffy, M. K., Henle, C. A. & Lambert, L. S. (2006). Procedural injustice, victim and precipitation, and abusive supervision. Personnel Psychology, 59(1), 101-123.
  • Tepper, B., J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33(3), 261-289.
  • Towler, A. (2018). The dark side of leadership: How bad leaders can destroy organizations and undermine their followers. Retrieved from https://www.ckju.net/en/dossier/dark-side-leadership-how-bad-leaders-can-destroy-organizations-and-undermine-their-followers. (Erişim Tarihi: 21.07.2020).
  • Whicker, M. L. (1996). Toxic leaders: When organizations go bad. Westport, CT. Quorum Books.
  • Zellars, K. L., Tepper, B. J. & Duffy, M. K. (2002). Abusive supervision and subordinates’ organizational citizenship behavior. Journal of Applied Psychology, 87(6), 1068-1076.
Toplam 88 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Osman Uslu 0000-0002-0571-6281

Yayımlanma Tarihi 30 Haziran 2021
Gönderilme Tarihi 28 Temmuz 2020
Yayımlandığı Sayı Yıl 2021 Cilt: 23 Sayı: 2

Kaynak Göster

APA Uslu, O. (2021). KARANLIK LİDERLİK TARZLARI: KAVRAMSAL BİR DEĞERLENDİRME. Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 23(2), 901-924. https://doi.org/10.16953/deusosbil.775143