Appetite for Destruction: A Psychometric Examination and Prevalence Estimation of Destructive Leadership in Sweden.
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ABSTRACT:
SUBMITTER: Lundmark R
PROVIDER: S-EPMC8377166 | biostudies-literature |
REPOSITORIES: biostudies-literature
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Project description:Destructive leadership comes in many shapes and forms. From reviewing the literature, we conclude that three major forms of destructive leader behaviors are described: (1) follower-directed destructive behaviors, i.e., genuine abusive forms of destructive leadership, (2) organization-directed behaviors, i.e., behaviors such as stealing from the organization or embezzlement, and (3) self-interested destructive leader behavior, i.e., leader who exploit others to reach their goals. One can easily imagine that these three types of leader behavior have very different effects on followers. Unfortunately, so far, there is no empirical evidence to support this, since comparative research in the field of destructive leadership is scarce. With this paper, we aim to address this gap: In two studies, an experimental and a field study, we examine the differential impact of these three different destructive leader behaviors on two important outcomes: first, their impact on different emotional reactions of followers, the most proximal outcome to a social interaction. Second, we examine a key outcome in leadership research: followers' turnover intention. The results suggest that different types of destructive leader behavior do impact followers differently. Whereas all three behaviors had a positive relationship with negative affect, follower-directed destructive behaviors had the strongest relation out of the three. As expected, all three types of destructive behavior relate to turnover intention, yet, the results of our study suggest that different types of destructive leader behavior relate to different urgencies of turnover intention. We conclude that a tailored approach to destructive leadership, whether in research or practice, seems necessary, as diverse types of destructive leader behaviors affect employees differentially.
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Project description:Due to major work disruptions caused by the coronavirus (COVID-19) pandemic, supervisors in organizations are facing leadership challenges as they attempt to manage "work from home" arrangements, the health and safety of essential workers, and workforce reductions. Accordingly, the present research seeks to understand what types of leadership employees think is most important for supervisors to exhibit when managing these crisis-related contexts and, in light of assertions that women may be better leaders during times of crisis, examines gender differences in how male and female supervisors act and how subordinates perceive and evaluate them in real (Study 1) and hypothetical (Study 2) settings. Results indicate that communal leader behaviors were more important to employees in all three crisis contexts. In Study 1, communality was a stronger predictor than agency of supervisor likability and competence. In Study 2, communality was also more positively related to likability, but agency and communality were equally predictive of competence ratings. Ratings of real supervisors suggest that women were not more communal than men when managing these crises, nor did perceptions of leader behavior differ by supervisor gender in a controlled experiment. However, evaluations of women's competence were more directly related to their display of communal behaviors than were evaluations of male supervisors. This research is helpful practically in understanding effective supervisory leadership during the COVID-19 crisis and contributes to the literature on gender and leadership in crisis contexts by attempting to disentangle gender differences in leader behaviors, perceptions, and evaluations.
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Project description:AimTo develop a Head Nurse Research Leadership Scale and evaluate its reliability and validity.DesignA psychometric instrument validation study was conducted in two phases.MethodsThe item tool was generated based on a literature review, semi-structured interview and brainstorming. Twenty experts validated the content of the initial version for two rounds. Thirty-nine clinical nurses conducted the HNRLS-v3 to test the readability of the items in pilot study I. Items were screened based on the critical ratio, correlation coefficient analysis, Cronbach's α coefficient and factor analysis using the data collected from 265 nurses in pilot study II. A cross-sectional survey was conducted in six hospitals to evaluate the reliability and validity between 4 January 2022 and 15 January 2022. Three hundred and sixteen nurses participated in this survey, and 60 completed the questionnaire to validate the test-retest reliability between 1 February and 6 February.ResultsA 15-item Head Nurse Research Leadership Scale based on 5 dimensions was developed, and the content validity was satisfied. The 15 items accounted for 77.9% of the variance. Confirmatory factor analysis showed acceptable convergent validity and discriminant validity. The Cronbach's α coefficient, split-half reliability and test-retest reliability of the scale were 0.966, 0.9633 and 0.927, respectively.
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Project description:BackgroundThe important role of leaders in the translation of health research is acknowledged in the implementation science literature. However, the accurate measurement of leadership traits and behaviours in health professionals has not been directly addressed. This review aimed to identify whether scales which measure leadership traits and behaviours have been found to be reliable and valid for use with health professionals.MethodsA systematic review was conducted. MEDLINE, EMBASE, PsycINFO, Cochrane, CINAHL, Scopus, ABI/INFORMIT and Business Source Ultimate were searched to identify publications which reported original research testing the reliability, validity or acceptability of a leadership-related scale with health professionals.ResultsOf 2814 records, a total of 39 studies met the inclusion criteria, from which 33 scales were identified as having undergone some form of psychometric testing with health professionals. The most commonly used was the Implementation Leadership Scale (n = 5) and the Multifactor Leadership Questionnaire (n = 3). Of the 33 scales, the majority of scales were validated in English speaking countries including the USA (n = 15) and Canada (n = 4), but also with some translations and use in Europe and Asia, predominantly with samples of nurses (n = 27) or allied health professionals (n = 10). Only two validation studies included physicians. Content validity and internal consistency were evident for most scales (n = 30 and 29, respectively). Only 20 of the 33 scales were found to satisfy the acceptable thresholds for good construct validity. Very limited testing occurred in relation to test-re-test reliability, responsiveness, acceptability, cross-cultural revalidation, convergent validity, discriminant validity and criterion validity.ConclusionsSeven scales may be sufficiently sound to be used with professionals, primarily with nurses. There is an absence of validation of leadership scales with regard to physicians. Given that physicians, along with nurses and allied health professionals have a leadership role in driving the implementation of evidence-based healthcare, this constitutes a clear gap in the psychometric testing of leadership scales for use in healthcare implementation research and practice.Trial registrationThis review follows the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) (see Additional File 1) (PLoS Medicine. 6:e1000097, 2009) and the associated protocol has been registered with the PROSPERO International Prospective Register of Systematic Reviews (Registration Number CRD42019121544 ).
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Project description:A subject's response to the strength of a stimulus is described by the psychometric function, from which summary measures, such as a threshold or a slope, may be derived. Traditionally, this function is estimated by fitting a parametric model to the experimental data, usually the proportion of successful trials at each stimulus level. Common models include the Gaussian and Weibull cumulative distribution functions. This approach works well if the model is correct, but it can mislead if not. In practice, the correct model is rarely known. Here, a nonparametric approach based on local linear fitting is advocated. No assumption is made about the true model underlying the data, except that the function is smooth. The critical role of the bandwidth is identified, and its optimum value is estimated by a cross-validation procedure. As a demonstration, seven vision and hearing data sets were fitted by the local linear method and by several parametric models. The local linear method frequently performed better and never worse than the parametric ones. Supplemental materials for this article can be downloaded from app.psychonomic-journals.org/content/supplemental.
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