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- W2989229646 abstract "Purpose Whilst several studies investigate the attributes of dysfunctional leaders exhibiting corporate psychopathic traits, there is a paucity of longitudinal data exploring the way these leaders damage employees and the organisation. The purpose of this paper is to address this gap in the literature and provide a focus for HR to address these emerging issues within organisations. Design/methodology/approach A longitudinal and in-depth case study approach is taken to explore the impact on a workplace of a dysfunctional leader exhibiting the traits of a corporate psychopath. A framework is used to analyse the nuances of the behaviours, in particular bullying behaviours and the impact of this leadership style on the workforce over a five-year period. Findings The long-term negative effects of this type of leadership are identified through a detailed analysis of a trait commonly associated with this toxic style of leader, bullying behaviours and their consequences. Research limitations/implications Whilst a single case study allows for in-depth analysis, it may be seen as atypical and of limited application. However, the longitudinal approach is ideal to investigate the nuance of how a highly dysfunctional leader operates within and through the multiple layers of an organisation. Practical implications The paper identifies the traits and effects of a dysfunctional leader on an organisation to enable the organisation primarily through human resources to deal with them and their behaviours. Social implications The finding of this study adds to the knowledge of identifying and dealing with toxic behaviours in the workplace. Originality/value The longitudinal nature of the study provides a unique insight into the behaviours and damage of a dysfunctional leader within the workplace." @default.
- W2989229646 created "2019-11-22" @default.
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- W2989229646 date "2019-11-15" @default.
- W2989229646 modified "2023-10-18" @default.
- W2989229646 title "The impact of a dysfunctional leader on the workplace: a new challenge for HRM" @default.
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- W2989229646 doi "https://doi.org/10.1108/pr-03-2019-0134" @default.
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