A growing body of research with contributions from different parts of the world documents accounts and analyses of negative behaviors by persons in leadership positions. Researchers today are acknowledging and paying increasing attention to the consequences of leadership that is characterized as being destructive. The chapter outlines organizational outcomes of destructive leadership and aims to emphasize the person–situation interaction in explaining these organizational phenomena. Both the direct outcomes that result from poor decision-making and the indirect effects that emerge as a consequence of the destructive leader's negative impact on the followers are discussed.
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