Skip to main content
Fachgebiete
Automobil + Motoren Bauwesen + Immobilien Business IT + Informatik Elektrotechnik + Elektronik Energie + Nachhaltigkeit Finance + Banking Management + Führung Marketing + Vertrieb Maschinenbau + Werkstoffe Versicherung + Risiko
DE
EN
Bücher
Zeitschriften
Themenseiten
Organisationspsychologie Projektmanagement Marketing Smart Manufacturing
Weitere Formate
Podcasts Webinare Technik Webinare Wirtschaft Kongresse Veranstaltungskalender Awards
Jetzt Einzelzugang starten
Zugang für Unternehmen
Referenzkunden
SLX-Digitalkonferenz: Zukunftswerkstatt 2024

Mehr Umsatz mit Top-Kontakten

Am 7. Mai erfahren Sie, wie Vertriebsteams Leadgenerierung, Leadnurturing und Leadstrategien effizient steuern können.
Erweiterte Suche
Anmelden
nach oben
Erschienen in:
Aktuelle Führungstheorien und Führungskonzepte: „Alter Wein in neuen Schläuchen?“ Kapitel lesen Erstes Kapitel lesen

2021 | OriginalPaper | Buchkapitel

11. Ethische und destruktive Führung: Gute Führung – schlechte Führung

verfasst von : Rainhart Lang, Irma Rybnikova

Erschienen in: Aktuelle Führungstheorien und -konzepte

Verlag: Springer Fachmedien Wiesbaden

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config
loading …

Zusammenfassung

In der klassischen Führungsforschung US-amerikanischer Prägung ist Führung ein positiv belegter Begriff. Danach kann es eigentlich keine gute und erst recht keine schlechte Führung geben. Diese Position wurde in den letzten Jahren zurecht hinterfragt. Aus den zahlreichen theoretischen Ansätzen und empirischen Forschungsbemühungen zu verschiedenen Facetten guter und schlechter Führung konzentrieren wir uns nach einem Überblick auf zwei Repräsentanten: die ethische Führung als Prototyp guter Führung und die destruktive Führung als Vertreter der schlechten Führung. In beiden Fällen gehen wir auf Ursachen, Einflussfaktoren, Erscheinungsformen und Wirkungen dieser Formen guter und schlechter Führung näher ein.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Jetzt informieren
Vorheriges Kapitel Intermezzo: Führung überall?! Eine Zusammenschau diverser Führungspraktiken
Nächstes Kapitel Mythen, Metaphern und Romantik der Führung: Über die wirkmächtigen Wunschvorstellungen
Fußnoten
1
Kontrastierend wurde auch der Einfluss auf und von despotische(r) Führung untersucht.
 
2
Wie auch Maccoby (2000) bemühen sich die Autoren jedoch um ein differenzierteres Bild des narzisstischen Führers, indem sie auch Stärken herausarbeiten.
 
Literatur
Aasland, M. S., Skogstad, A., Notelaers, G., Nielsen, M. B., & Einarsen, S. (2010). The prevalence of destructive leadership behaviour. British Journal of Management, 21(2), 438–452.
Ågotnes, K. W., Einarsen, S. V., Hetland, J., & Skogstad, A. (2018). The moderating effect of laissez-faire leadership on the relationship between co-worker conflicts and new cases of workplace bullying: A true prospective design. Human Resource Management Journal, 28(4), 555–568.CrossRef
Alvesson, M. (2011). Leaders as saints: Leadership through moral peak performance. In M. Alvesson, M. & A. Spicer (Hrsg.), Metaphors we lead by: Understanding leadership in the real world (S. 51–75). Routledge.
Alvesson, M., & Willmott, H. (2012). Making sense of management. Sage.
Ambrose, M. L., & Ganegoda, D. B. (2020). Abusive according to whom? Manager and subordinate perceptions of abusive supervision and supervisors’ performance. Journal of Organizational Behavior, 41, 737–756.CrossRef
Artz, B., Goodall, A. H., & Oswald, A. J. (2020). How common are bad bosses? Industrial Relations, 59(1), 3–39.CrossRef
Ashforth, B. (1994). Petty tyranny in organizations. Human Relations, 47(7), 755–778.CrossRef
Avey, J. B., Hughes, L. W., Norman, S. M., & Luthans, K. W. (2008). Using positivity, transformational leadership and empowerment to combat employee negativity. Leadership & Organization Development Journal, 29(2), 110–126.CrossRef
Avey, J. B., Palanski, M., & Walumbwa, F. (2011). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behavior. Journal of Business Ethics, 98(4), 573–582.CrossRef
Avolio, B. J., & Bass, B. M. (2004). Multifactor leadership questionnaire manual and sampler set. Mind Garden.
Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), 801–823.CrossRef
Babalola, M. T., Stouten, J., Camps, J., & Euwema, M. (2019). When do ethical leaders become less effective? The moderating role of perceived leader ethical conviction on employee discretionary reactions to ethical leadership. Journal of Business Ethics, 154(1), 85–102.CrossRef
Bandura, A. (1986). Social foundation of thought and action: A social cognitive theory. Prentice-Hall.
Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage.
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181–217.CrossRef
Bavik, Y. L., Tang, P. M., Shao, R., & Lam, L. W. (2018). Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths. The Leadership Quarterly, 29(2), 322–332.CrossRef
Bennis, W., & Nanus, B. (1985). Leadership: The strategies for taking charge. Harper & Row.
Blake, R. R., & Mouton, J. (1964). The managerial grid: The key to leadership excellence. Gulf Publishing.
Booth, J. E., Shantz, A., Glomb, T. M., Duffy, M. K., & Stillwell, E. E. (2020). Bad bosses and self-verification: The moderating role of core self-evaluations with trust in workplace management. Human Resource Management, 59, 135–152.CrossRef
Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583–616.CrossRef
Brown, M. E., & Trevino, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616.CrossRef
Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134.CrossRef
Burns, J. M. (1978). Leadership. Harper & Row.
Bush, J. T., Welsh, D. T., Baer, M. D., & Waldman, D. (2021). Discouraging unethicality versus encouraging ethicality: Unraveling the differential effects of prevention- and promotion-focused ethical leadership. Personnel Psychology, 74(1), 29–54.CrossRef
Chen, S. (2010). The role of ethical leadership versus institutional constraints: A simulation study of financial misreporting by CEOs. Journal of Business Ethics, 93(1), 33–52.CrossRef
Ciulla, J. B. (1998). Ethics, the heart of leadership. Praeger.
Ciulla, J. B. (2004). Ethics, the heart of leadership. Greenwood Publishing.
Ciulla, J. B., & Forsyth, D. F. (2011). Leadership ethics. In A. Bryman, D. Collinson, K. Grint, B. Jackson & M. Uhl-Bien (Hrsg.), The SAGE handbook of Leadership (S. 229–254). Sage.
Conger, J. A., & Kanungo, R. N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12(4), 637–647.CrossRef
Cullen, J. B., Parboteeh, K. P., & Hoegl, M. (2004). Cross-national differences in managers’ willingness to justify ethically suspect behaviors: A test of institutional anomie theory. Academy of Management Journal, 47(3), 411–421.CrossRef
De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates’ optimism: A multi-method study. The Leadership Quarterly, 19(3), 297–311.CrossRef
Edwards, G., Schedlitzki, D., Ward, J., & Wood, M. (2015). Exploring critical perspectives of toxic and bad leadership through film. Advances in Developing Human Resources, 17(3), 363–375.CrossRef
Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207–216.CrossRef
Einola, K., & Alvesson, M. (2021). When ‚Good‘ leadership backfires: Dynamics of the leader/follower relation. Organization Studies, 42(6), 845–865.
Eisenbeiss, S. A. (2012). Re-thinking ethical leadership: An interdisciplinary integrative approach. The Leadership Quarterly, 23(5), 791–808.CrossRef
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.CrossRef
Fehr, R., Fulmer, A., & Keng-Highberger, F. T. (2020). How do employees react to leaders’ unethical behavior? The role of moral disengagement. Personnel Psychology, 73, 73–93.CrossRef
Fields, D. L. (2007). Determinants of follower perceptions of a leader’s authenticity and integrity. European Management Journal, 25(3), 195–206.CrossRef
Fry, L. W., Vitucci, S., & Cedillo, M. (2005). Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline. The Leadership Quarterly, 16(5), 835–862.CrossRef
Gini, A. (1998). Moral leadership and business ethics. In J. B. Ciulla (Hrsg.), Ethics, the heart of leadership (S. 25–45). Praeger.
Gloger, B., & Rösner, D. (2014). Selbstorganisation braucht Führung. Die einfachen Geheimnisse agilen Managements. Hanser.CrossRef
Göbel, E. (2020). Unternehmensethik. Grundlagen und praktische Umsetzung (6. Aufl.). UTB.CrossRef
Goldman, A. (2006). High toxicity leadership: Borderline personality disorder and the dysfunctional organization. Journal of Managerial Psychology, 21(8), 733–746.CrossRef
Goldman, A. (2009). Destructive leaders and dysfunctional organizations: A therapeutic approach. Cambridge University Press.CrossRef
Graham, K. A., Mawritz, M. B., Dust, S. B., Greenbaum, R. L., & Ziegert, J. C. (2019). Too many cooks in the kitchen: The effects of dominance incompatibility on relationship conflict and subsequent abusive supervision. The Leadership Quarterly, 30(3), 351–364.CrossRef
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
Günther, A. V., Klasmeier, K. N., Klonek, F. E., & Kauffeld, S. (2021). The power of followers that do not follow: Investigating the effects of follower resistance, leader implicit followership theories and leader negative affect on the emergence of destructive leader behavior. Journal of Leadership & Organizational Studies, 28(3), 349–365.CrossRef
Habermas, J. (1981). Theorie des kommunikativen Handelns. Suhrkamp.
Harvey, M. G., Buckley, M. R., Heames, J. T., Zinko, R., Brouer, R. L., & Ferris, G. R. (2007). A bully as an archetypal destructive leader. Journal of Leadership & Organizational Studies, 14(2), 117–129.CrossRef
Heifetz, R. A. (1994). Leadership without easy answers. University Press.CrossRef
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2016). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501–529.CrossRef
Hofert, S. (2018). Agiler Führen: einfache Maßnahmen für bessere Teamarbeit, mehr Leistung und höhere Kreativität (2. Aufl.). Springer Gabler.CrossRef
House, R. J., Dorfman, P. W., Javidan, M., Hanges, P. J., & Sully de Luque, M. F. (2014). Strategic leadership across cultures: The GLOBE study of CEO leadership behavior and effectiveness in 24 countries. SAGE.
Howell, J. M., & Avolio, B. J. (1992). The ethics of charismatic leadership: Submission or liberation? The Executive, 6(2), 43–54.
Jordan, J., Brown, M. E., Trevino, L. K., & Finkelstein, S. (2011). Someone to look up to: Executive-follower ethical reasoning and perceptions of ethical leadership. Journal of Management, 39(3), 660–683.CrossRef
Kalshoven, K., & Den Hartog, D. N. (2009). Ethical leader behavior and leader effectiveness: The role of prototypicality and trust. The International Journal of Leadership Studies, 5(2), 102–120.
Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22(1), 51–69.CrossRef
Kanungo, R. N., & Medonca, M. (1996). Ethical dimensions of leadership. Sage.CrossRef
Kellerman, B. (2004). Bad leadership: What it is, how it happens, why it matters. Harvard Business Press.
Kets de Vries, M. F. R. (1979). Managers can drive their subordinates mad. Harvard Business Review, 57(4), 125–134.
Kets de Vries, M. F. R. (2006). The spirit of despotism: Understanding the tyrant within. Human Relations, 59(2), 195–220.CrossRef
Kets de Vries, M. F. R., & Balazs, K. (2011). The shadow side of leadership. In A. Bryman, D. Collinson, K. Grint, B. Jackson & M. Uhl-Bien (Hrsg.), The SAGE handbook of leadership (S. 380–392). Sage.
Kets de Vries, M. F. R., & Miller, D. (1984). The neurotic organization: Diagnosing and changing counterproductive styles of management. Wiley.
Klaussner, S. (2014). Engulfed in the abyss: The Emergence of abusive supervision as an escalating process of supervisor-subordinate interaction. Human Relations, 67(3), 311–332.CrossRef
Knoll, M., Schyns, B., & Petersen, L.-E. (2017). How the influence of unethical leaders on followers is affected by their implicit followership theories. Journal of Leadership & Organizational Studies, 24(4), 450–465.CrossRef
Kociatkievicz, J., & Kostera, M. (2012). The good manager: An archetypical quest for morally sustainable leadership. Organization Studies, 33(7), 861–878.
Kohlberg, L. (1981). The philosophy of moral development. Harper & Row.
Kotter, J. P. (1990). A force for change: How leadership differs from management. Free Press.
Krasikova, D., Green, S. G., & LeBreton, J. M. (2013). Destructive leadership: A theoretical review, integration, and future research. Journal of Management, 39(5), 1308–1338.CrossRef
Kuhn, T., & Weibler, J. (2012). Führungsethik in Organisationen: Organisation und Führung. Enke.
Kuhn, T., & Weibler, J. (2020). Bad Leadership. Von Narzissten & Egomanen, Vermessenen & Verführten: Warum uns schlechte Führung oftmals gut erscheint und es guter Führung häufig schlecht ergeht. Vahlen.CrossRef
Lay, R. (1989). Ethik für Manager. ECON.
Lewin, K. (1975). Die Lösung sozialer Konflikte. Christian.
Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created “social climates”. The Journal of Social Psychology, 10(2), 269–299.CrossRef
Lipman-Blumen, J. (2005). The allure of toxic leaders: Why we follow destructive bosses and corrupt politicians – And how we can survive them. Oxford University Press.
Lopes, B. C., Kamau, C., & Jaspal, R. (2019). Coping with perceived abusive supervision: The role of paranoia. Journal of Leadership & Organizational Studies, 26(2), 237–255.CrossRef
Luthans, F., & Avolio, B. J. (2003). Authentic leadership: A positive developmental approach. In K. S. Cameron, J. E. Dutton & R. E. Quinn (Hrsg.), Positive organizational scholarship (S. 241–261). Berrett-Koehler.
Maak, T., & Pless, N. M. (2006). Responsible leadership in a stakeholder society – A relational perspective. Journal of Business Ethics, 66, 99–115.CrossRef
Maccoby, M. (2000). Narcissistic leaders. Harvard Business Review, 78(1), 69–77.
Machiavelli, N. (1976). Der Fürst. Reclam.
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.CrossRef
Mackey, J. D., McAllister, C. P., Maher, L. P., & Wang, G. (2019). Leaders and followers behaving badly: A meta-analytic examination of curvilinear relationships between destructive leadership and followers’ workplace behaviors. Personnel Psychology, 72(1), 3–47.CrossRef
Martin, G. S., Resick, C. J., Keating, M. A., & Dickson, M. W. (2009). Ethical leadership across cultures: A comparative analysis of German and US perspectives. Business Ethics: A European Review, 18(2), 127–144.CrossRef
McClelland, D. C. (1985). Human motivation. Scott, Foresman and Co.
Mergen, A., & Ozbilgin, M. F. (2021). Understanding the followers of toxic leaders: Toxic illusio and personal uncertainty. International Journal of Management Reviews, 23, 45–63.CrossRef
Milosevic, I., Maric, S., & Lončar, D. (2020). Defeating the toxic boss: The nature of toxic leadership and the role of followers. Journal of Leadership & Organizational Studies, 27(2), 117–137.CrossRef
Morsbach, P. (2021). Der Elefant im Zimmer. Über Machtverhältnisse und Widerstand. Penguin.
Mumford, M. D., Espejo, J., Hunter, S. T., Bedell-Avers, K. E., Eubanks, D. L., & Connelly, S. (2007). The sources of leader violence: A comparison of ideological and non-ideological leaders. The Leadership Quarterly, 18(3), 217–235.CrossRef
Mumford, M. D., & Fried, Y. (2014). Give them what they want or give them what they need? Ideology in the study of leadership. Journal of Organizational Behavior, 35(5), 622–634.CrossRef
Neuberger, O. (1995). Mikropolitik: Der alltägliche Aufbau und Einsatz von Macht in Organisation. Enke.
Neuberger, O. (2002). Führen und führen lassen: Ansätze, Ergebnisse und Kritik der Führungsforschung. UTB.
Neuberger, O. (2006). Mikropolitik und Moral in Organisationen: Herausforderung der Ordnung. UTB.
Neubert, M., Carlson, D., Kacmar, K., Roberts, J., & Chonko, L. (2009). The virtuous influence of ethical leadership behavior: Evidence from the field. Journal of Business Ethics, 90(2), 157–170.CrossRef
Northouse, P. G. (2019). Leadership: Theory and practice. Sage.
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.CrossRef
Palanski, M., Newman, A., Leroy, H., Moore, C., Hannah, S., & Den Hartog, D. (2021). Quantitative research on leadership and business ethics: Examining the state of the field and an agenda for future research. Journal of Business Ethics, 168, 109–119.CrossRef
Palanski, M. E., & Yammarino, F. J. (2009). Integrity and leadership: A multi-level conceptual framework. The Leadership Quarterly, 20(3), 405–420.CrossRef
Pearce, C. L., & Conger, J. A. (2003). Shared leadership: Reframing the hows and whys of leadership. Sage.CrossRef
Pearce, C. L., & Sims, H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics, 6(2), 172–197.CrossRef
Peltokorpi, V., & Ramaswami, A. (2021). Abusive supervision and subordinates’ physical and mental health: The effects of job satisfaction and power distance orientation. The International Journal of Human Resource Management, 23(4), 893–919.CrossRef
Peus, C., Kerschreiter, R., Frey, D., & Traut-Mattausch, E. (2010). What is the value? Economic effects of ethically-oriented leadership. Zeitschrift für Psychologie/Journal of Psychology, 218(4), 198–212.CrossRef
Price, T. L. (2006). Understanding ethical failures in leadership. Cambridge University Press.
Resick, C. J., Hanges, P. J., Dickson, M. W., & Mitchelson, J. K. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63(4), 345–359.CrossRef
Resick, C. J., Martin, G. S., Keating, M. A., Dickson, M. W., Kwan, H. K., & Peng, C. (2011). What ethical leadership means to me: Asian, American, and European perspectives. Journal of Business Ethics, 101(3), 435–457.CrossRef
Ritter, B. A. (2006). Can business ethics be trained? A study of the ethical decision-making process in business students. Journal of Business Ethics, 68(2), 153–164.CrossRef
Rosenthal, S. A., & Pittinsky, T. L. (2006). Narcissistic leadership. The Leadership Quarterly, 17(6), 617–633.CrossRef
Rost, J. C. (1991). Leadership for the twenty-first century. Praeger.
Rowold, J., & Borgmann, L. (2009). Zum Zusammenhang zwischen ethischer Führung, Arbeitszufriedenheit und affektivem Commitment. Wirtschaftspsychologie, 11(2), 58–66.
Rowold, J., Borgmann, L., & Heinitz, K. (2009). Ethische Führung – Gütekriterien einer deutschen Adaptation der Ethical Leadership Scale (ELS-D) von Brown et al. (2005). Zeitschrift für Arbeits- und Organisationspsychologie, 53(2), 57–69.CrossRef
Schilling, J. (2009). From ineffectiveness to destruction: A qualitative study on the meaning of negative leadership. Leadership, 5(1), 102–128.CrossRef
Schmid, E. A., Pircher Verdorfer, A., & Peus, C. (2019). Shedding light on leaders’ self-interest: Theory and measurement of exploitative leadership. Journal of Management, 45(4), 1401–1433.CrossRef
Schyns, B., & Schilling, J. (2012). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138–158.CrossRef
Shakeel, F., Kruyen, P. M., & Van Thiel, S. (2019). Ethical leadership as process: A conceptual proposition. Public Integrity, 21(6), 613–624.CrossRef
Simha, A., & Cullen, J. B. (2012). Ethical climate and their effect on organizational outcomes: Implications from the past and prophecies for the future. Academy of Management Perspectives, 26(4), 20–34.CrossRef
Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S., & Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior. Journal of Occupational Health Psychology, 12(1), 80–92.CrossRef
Stahl, G. K., & Sully de Luque, M. (2014). Antecedents of responsible leader behavior: A research synthesis, conceptual framework, and agenda for future research. Academy of Management Perspectives, 28(3), 235–254.CrossRef
Stouten, J., van Dijke, M., & De Cremer, D. (2012). Ethical leadership: An overview and future perspectives. Journal of Personnel Psychology, 11(1), 1–6.CrossRef
Stouten, J., van Dijke, M., Mayer, D. M., De Cremer, D., & Euwema, M. C. (2013). Can a leader be seen as too ethical? The curvilinear effects of ethical leadership. The Leadership Quarterly, 24(5), 680–695.CrossRef
Tannenbaum, R., & Schmidt, W. H. (1958). How to choose a leadership pattern. Harvard Business Review, 36(2), 95–102.
Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management, 43(2), 178–190.CrossRef
Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33(3), 261–289.CrossRef
Tepper, B. J., Simon, L., & Park, H. M. (2018). Abusive supervision. Annual Review of Organizational Psychology and Organizational Behavior, 5, 387–414.
Thoroughgood, C. N., Padilla, A., Hunter, S. T., & Tate, B. W. (2012a). The susceptible circle: A taxonomy of followers associated with destructive leadership. The Leadership Quarterly, 23(5), 897–917.CrossRef
Thoroughgood, C. N., Sawyer, K. B., Padilla, A., & Lunsford, L. (2018). Destructive leadership: A critique of leader-centric perspectives and toward a more holistic definition. Journal of Business Ethics, 151, 627–649.CrossRef
Thoroughgood, C. N., Tate, B. W., Sawyer, K. B., & Jacobs, R. (2012b). Bad to the bone: Empirically defining and measuring destructive leader behavior. Journal of Leadership & Organizational Studies, 19(2), 230–255.CrossRef
Toor, S.-u.-R., & Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90(4), 533–547.CrossRef
Trevino, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 5–37.CrossRef
Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4), 128–142.CrossRef
Uhl-Bien, M., & Carsten, M. K. (2007). Being ethical when the boss is not. Organizational Dynamics, 36(2), 187–201.CrossRef
Ulrich, P. (1999). Führungsethik. In W. Korff (Hrsg.), Handbuch der Wirtschafsethik. Band 4: Ausgewählte Handlungsfelder (S. 230–248). Gütersloher Verlagshaus.
Van de Vliert, E., Matthiesen, S. B., Gangsøy, R., Landro, A. B., & Einarsen, S. (2010). Winters, summers, and destructive leadership cultures in rich regions. Cross-Cultural Research, 44(4), 315–340.CrossRef
Verbos, A. K., Gerard, J. A., Forshey, P. R., Harding, C. S., & Miller, J. S. (2007). The positive ethical organization: Enacting a living code of ethics and ethical organizational identity. Journal of Business Ethics, 76(1), 17–33.CrossRef
Victor, B., & Cullen, J. B. (1987). A theory and measure of ethical climate in organizations. In L. E. Preston & W. C. Frederick (Hrsg.), Research in corporate social performance and policy (S. 57–71). JAI Press.
Victor, B., & Cullen, J. B. (1988). The organizational bases of ethical work climates. Administrative Science Quarterly, 33(1), 101–125.CrossRef
Voegtlin, C. (2016). What does it mean to be responsible? Addressing the missing responsibility dimension in ethical leadership research. Leadership, 12(5), 581–608.CrossRef
Voegtlin, C., Frisch, C., Walther, A., & Schwab, P. (2020). Theoretical development and empirical examination of a three-roles model of responsible leadership. Journal of Business Ethics, 167(3), 411–431.CrossRef
Vullinghs, J. T., De Hoogh, A. H. B., Den Hartog, D. N., & Boon, C. (2020). Ethical and passive leadership and their joint relationships with burnout via role clarity and role overload. Journal of Business Ethics, 165(2), 719–733.CrossRef
Waldman, D. A., & Siegel, D. (2008). Defining the socially responsible leader. The Leadership Quarterly, 19(1), 117–131.CrossRef
Waldman, D. A., Wang, D., Hannah, S. T., & Balthazard, P. B. (2017). A neurological and ideological perspective of ethical leadership. Academy of Management Journal, 60(4), 1285–1306.CrossRef
Walumbwa, F. O., Morrison, E. W., & Christensen, A. L. (2012). Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice. The Leadership Quarterly, 23(5), 953–964.CrossRef
Wang, Z., Xing, L., Xu, H., & Hannah, S. T. (2021). Not all followers socially learn from ethical leaders: The roles of followers’ moral identity and leader identification in the ethical leadership process. Journal of Business Ethics, 170(3), 449–469.CrossRef
Weaver, G. R., Trevino, L. K., & Agle, B. (2005). “Somebody I look up to”. Ethical role models in organizations. Organizational Dynamics, 34(4), 313–330.CrossRef
Weibler, J. (2012). Personalführung(2. Aufl.). Vahlen.
Winter, D. G. (1991a). Measuring personality at a distance: Development of an integrated system for scoring motives in running text. In A. J. Stewart, J. M. Healy Jr. & D. J. Ozer (Hrsg.), Perspectives in personality: Approaches to understanding lives (S. 61–91). Jessica Kingsley Publishers.
Winter, D. G. (1991b). Manual for scoring motive imagery in running text (S. 8–30). Department of Psychology, University of Michigan.
Winter, D. G. (1992). Scoring system for responsibility. In C. P. Smith (Hrsg.), Motivation and personality: Handbook of thematic content analysis (S. 506–511). Cambridge University Press.CrossRef
Winter, D. G., & Barenbaum, B. B. (1985). Responsibility and the power motive in women and men. Journal of Personality, 53(2), 335–355.CrossRef
Wu, X., Kwan, H. K., Ma, Y., Lai, G., & Yim, F. H.-i. (2020). Lone wolves reciprocate less deviance: A moral identity model of abusive supervision. The International Journal of Human Resource Management, 31(7), 859–885.CrossRef
Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. E. (2013). An improved measure of ethical leadership. Journal of Leadership & Organizational Studies, 20(1), 38–48.CrossRef
Zhang, Y., & Bednall, T. C. (2016). Antecedents of abusive supervision: A meta-analytic review. Journal of Business Ethics, 139, 455–471.CrossRef
Zhu, W., He, H., Trivino, L. K., Chao, M. M., & Wang, W. (2015). Ethical leadership and follower voice and performance: The role of follower identifications and entity morality beliefs. The Leadership Quarterly, 26(5), 702–718.CrossRef
Metadaten
Titel
Ethische und destruktive Führung: Gute Führung – schlechte Führung
verfasst von
Rainhart Lang
Irma Rybnikova
Copyright-Jahr
2021
Buch
Aktuelle Führungstheorien und -konzepte

Print ISBN: 978-3-658-35542-5

Electronic ISBN: 978-3-658-35543-2

Copyright-Jahr: 2021

DOI
https://doi.org/10.1007/978-3-658-35543-2_11

Premium Partner

    Bildnachweise