An exploration of the emotional impact of destructive leadership Dr Christopher M. Branson Professor of Educational Leadership Director of Catholic Leadership Studies La Salle Academy Australian Catholic University   christopher.branson@acu.edu.au

What’s the problem? Workplace emotional health depends heavily on leadership. Current international research is suggesting that one out of every five organizational leaders is destructive. There is a pressing need for leaders and employees to understand the nature, dynamics and consequences of destructive leadership. Destructive leaders seriously diminish employee’s meaning, purpose and wellbeing.

Definition A destructive leader is one “who by dint of their destructive behaviors and dysfunctional personal qualities generates a serious and enduring poisonous effect on the individuals, families, organizations, communities, and even entire societies they lead” (Lipmen-blumen, 2005, p.2).

The Global Context …. DESTRUCTIVE LEADERSHIP FINANCE MEDIA INDUSTRY RELIGION SPORT EDUCATION POLITICS The growing context of destructive leadership around the world

Research background ….. See topics such as: Bad leadership Destructive leadership Abusive leadership Toxic leadership Research by Colligan and Higgins (2008) indicates that such leadership practices ultimately produce an extremely unhealthy organisational culture leading to employee disengagement, counterproductive behaviours and unhealthy levels of stress.

The Emotional Outcomes from Destructive Leadership 11/18/2018 The Emotional Outcomes from Destructive Leadership DESTRUCTIVE LEADERSHIP Distrust Disrespect Injustice Powerlessness Insecurity Social Discontent Chris Branson : EDLE681 Leading Self, Leading Community

Prolonged use of negative leadership to influence followers undermines the followers' will, initiative, and potential and destroys unit morale. Forbes, 2014

The emotional impact of destructive leadership on people and organisations Negative emotional moods and mood swings: anger, despair, despondency, frustration, pessimism and aggression. Unproductive and meaningless work. Destructive and counterproductive conduct. Employee physical and emotional disengagement and withdrawal such as absenteeism, lack of contribution, and turnover. Unethical, deviant conduct: theft, fraud and sabotage. Poor well-being and health. Low (team) morale and work satisfaction. Organisational dis-identification and low organisational commitment. General life dissatisfaction.

“the sins of the leader are visited upon the worker” Research Focus “the sins of the leader are visited upon the worker” It is the worker who invariably suffers the direct impact of the leader’s destructive way of being. Research needs to hear the voice of those who are most affected.

Research Method Created an online survey via Qualtrics Created a stimulus paper - “The Seven Deadly Sins of False Leadership” Created an online survey via Qualtrics Seeking willing volunteer anonymous survey participants from around the world

The Seven Deadly Sins Arrogance Deceitfulness Prejudice Delusion Expedience Belligerence Fickleness

A call to action …….. If you would like to help stop destructive leadership you can: EITHER Email me at: christopher.branson@acu.edu.au OR Complete the survey at: https://acu.qualtrics.com/jfe/form/SV_3xQZ492GAXHaKFf