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Dark Leadership Styles: A Conceptual Review

Yıl 2021, Cilt 23, Sayı 2, 901 - 924, 30.06.2021
https://doi.org/10.16953/deusosbil.775143

Öz

In recent years although a developing literature about dark leadership exists, the use of different terms for the concept and the emergence of various leadership styles, which are expressed as dark, indicate that the area deviates from a unifying theoretical framework. This situation creates a complexity about what dark leadership exactly is. To fill the gap in local literature and contribute to a clearer understanding of the related concept, in this study it is aimed to draw a general profile of related literature through some research questions. For this purpose, the conceptualization of dark leadership, dark leadership styles, similarities and divergences between styles were included in the context of literature and the significant issues were mentioned in discussion and conclusion section. The study has conceptual and descriptive method. A recent study on dark leadership, which is directly related to many critical variables for the success and sustainability of organizations, is expected to contribute to future research and practitioners.

Kaynakça

  • Aasland, M. S., Skogstad, A., Notelaers, A., Nielsen, M. B. & Einarsen, S. (2010). The prevalence of destructive leadership behavior. British Journal of Management, 21, 438-452.
  • Allio, R. J. (2007). Bad leaders: how they get that way and what to do about them. Strategy and Leadership, 35(3), 12-17.
  • Alvinius, A., Johansson, E., & Larsson, G. (2016). Negative organizations: antecedents of negative leadership. In: d. Watola & d. Woycheshin (eds.). Negative leadership: International perspectives. Ontario (Canada): Canadian Defence Academy Press.
  • Aravena, F. (2017). Destructive leadership behaviour: An explanatory study in Chile. Leadership and Policy in Schools, 18(1), 83-96.
  • Armitage, A. (2015). The dark side: The poetics of toxic leadership. Advances in Developing Human Resources, 17(3), 376-390.
  • Aryee, S., Chen, Z. X., Sun, L., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: test of a trickle-down model. Journal of Applied Psychology, 92, 191–201.
  • Ashforth, B. E. (1994). Petty tyranny in organizations. Human Relations, 47, 755-778.
  • Bakan, İ. & Yılmaz, Y. S. (2019). Toksik liderliğin tükenmişliğe etkisi: bir alan araştırması. Kahramanmaraş Sütçü İmam Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 9(2), 1-12.
  • Barca, M. (2005). Stratejik yönetim düşüncesinin evrimi: Bilimsel bir disiplinin oluşum hikayesi. Yönetim Araştırmaları Dergisi, 5(1), 7-38.
  • Başar, U. & Açıkgöz, S. (2020). Çalışanların karanlık liderlik algısı ile intikam alma niyeti arasındaki ilişkide nevrotizmin düzenleyici rolü. 28. Ulusal Yönetim ve Organizasyon Kongresi,410-421, Ankara Sosyal Bilimler Üniversitesi, Ankara.
  • Başar, U. (2020a). A multilevel study of relationships between leaders’ dark triad and employee burnout: Mediating role of perceived dark leadership. Journal of Business Research-Turk, 12(3), 2407-2423.
  • Başar, U. (2020b). İşyerinde karanlık liderlik algısı ölçeği. İstanbul Kent Üniversitesi İnsan ve Toplum Bilimleri Dergisi, 1(1), 70-103.
  • Başar, U. (2020c). Perceived organizational politics as a mediator of the relationship between perceived dark leadership and ıntention to quit. 19. International Business Congress, 98-106, Erciyes Üniversitesi, Kayseri.
  • Başar, U., Sığrı, Ü. & Basım, N. (2016). İş yerinde karanlık liderlik. İş ve İnsan Dergisi, 3(2), 65-76.
  • Baumeister, R. F., Bratslavsky, E., Finkenauer, C. &Vohs, K. D. (2001). Bad is stronger than good. Review of General Psychology, 5(4), 323-370.
  • Bektaş, M. & Erkal, P. (2015). Toxicity behaviors in organizations: study of reliability and validity of toxic emotional experiences scale. Research Journal of Business and Management, 2(4), 519-529.
  • Benson, M., & Hogan, R. (2008). How dark side leadership personality destroys trust and degrades organisational effectiveness. Organisations & People, 15(2), 10-18.
  • Bollaert, H., & Petit, V. (2010). Beyond the dark side of executive psychology: Current research and new directions. European Management Journal, 28(5), 362–376.
  • Börü, D. E., Çakarel, Y. T., Ufacık, O. E. & Arslan, G. (2020). Toksik liderliğin örgütsel sinizm üzerindeki etkisi: otomotiv sektöründe bir araştırma. İktisadi İdari ve Sosyal Araştırmalar Dergisi, 5(12), 194-216.
  • Braun, S., Peus, C., Weisweiler, S. & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.
  • Brunell, A. B., Gentry, W. A., Campbell, W. K., Hoffman, B. J., Kuhnert, K. W., & Demarree, K. G. (2008). Leader emergence: The case of the narcissistic leader. Personality & Social Psychology Bulletin, 34(12), 1663–1676.
  • Burke, R. J. (2006). Why leaders fail: Exploring the dark side. International Journal of Manpower, 27(1), 91-100.
  • Burton, J. P. & Hoobler, J. M. (2006). Subordinate self-esteem and abusive supervision. Journal of Managerial Issues, 18(3), 340-355.
  • Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19, 44–55.
  • Conger, J. A., Kanungo, R. N., & Menon, S. T. (2000). Charismatic leadership and follower effects. Journal of Organizational Behavior, 21(7), 747–767.
  • Contreras, F. V. & Espinosa, J. C. (2019). The blurred edge between “bright” and “dark” side of leadership. Espacicos, 40(7), 7.
  • Dandira, M. (2012). Dysfunctional leadership: organizational cancer. Business Strategy Series 13(4), 187–192.
  • DeCelles, K., & Pfarrer, M. (2004). Heroes or villains? corruption and the charismatic leader. Journal of Leadership and Organizational Studies, 11(1), 67-77.
  • Duffy, M. K. & Ferrier, W. J. (2003). Birds of a feather...? how supervisor- subordinate dissimilarity moderates the ınfluence of supervisor behaviors on workplace attitudes. Group and Organization Management, 28(2), 217-248.
  • Einarsen, S., Aasland, M. S. & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207-216.
  • 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.
  • Fascia, S. (2008). The value of dark leadership. Journal of Strategy, Operations & Economics (JSOE), 3(2), 1-6.
  • Foels, R. E., Driskell, J. E., Mullen, B. & Salas, E. (2000). The effects of democratic leadership on group member satisfaction: An integration. Small Group Research 31(6), 676-701.
  • Goldman, A. (2006). Personality disorders in leaders: Implications of the DSM IV-TR in assessing dysfunctional organizations. Journal of Managerial Psychology, 21(5), 392–414.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, March-April, 78-90.
  • Harms, P. D., Spain, S. M., & Hannah, S. T. (2011). Leader development and the dark side of personality. Leadership Quarterly, 22(3), 495-509.
  • Harris, A. & Jones, M. (2018) The dark side of leadership and management. School Leadership & Management, 38(5), 475-477.
  • Harris, K. J., Harvey, P., Harris, R. B. & Cast, M. (2013). An Investigation of abusive supervision, vicarious abusive supervision, and their joint ımpacts. The Journal of Social Psychology, 153(1), 38-50.
  • Harvey, P., Stoner, J., Hochwarter, W. & Kacmar, C. (2007). Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes.The Leadership Quarterly, 18(3), 264-280.
  • Higgs, M. (2009). The Good, the bad and the ugly: Leadership and Narcissism. Journal of Change Management, 9(2), 165-178.
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KARANLIK LİDERLİK TARZLARI: KAVRAMSAL BİR DEĞERLENDİRME

Yıl 2021, Cilt 23, Sayı 2, 901 - 924, 30.06.2021
https://doi.org/10.16953/deusosbil.775143

Öz

Karanlık liderliğe ilişkin son yıllarda gelişen bir yazın olsa da kavrama yönelik farklı terimlerin kullanılması ve karanlık olarak ifade edilen çeşitli liderlik tarzlarının ortaya çıkışı alanın birleştirici teorik bir çerçeveden uzaklaştığını göstermektedir. Bu durum karanlık liderliğin aslında tam olarak ne olduğu konusunda karmaşıklık oluşturmaktadır. Karanlık liderliğe ilişkin gerek yerel yazındaki boşluğu doldurmak gerekse ilgili kavramın daha net anlaşılmasına katkı sağlamak maksadıyla bu çalışmada bazı araştırma soruları vasıtasıyla ilgili yazının genel bir profilinin çizilmesi amaçlanmıştır. Bu amaca yönelik olarak karanlık liderliğin kavramsallaştırılmasına, karanlık liderlik tarzlarına, tarzlar arasında benzeşen ve ayrışan yönlere, karanlık liderliğin öncüllerine ve sonuçlarına ilgili yazın bağlamında yer verilmiş ve bulgu niteliği taşıyan hususlara tartışma ve sonuç kısmında değinilmiştir. Çalışma yöntemsel açıdan kavramsal ve tanımlayıcı bir nitelik taşımaktadır. Örgütlerin başarısı ve sürekliliği için kritik olarak değerlendirilebilecek birçok değişkenle doğrudan ilgili olan karanlık liderliğe ilişkin güncel bir çalışmanın gelecek araştırmalara ve uygulayıcılara katkı sağlaması beklenmektedir.

Kaynakça

  • Aasland, M. S., Skogstad, A., Notelaers, A., Nielsen, M. B. & Einarsen, S. (2010). The prevalence of destructive leadership behavior. British Journal of Management, 21, 438-452.
  • Allio, R. J. (2007). Bad leaders: how they get that way and what to do about them. Strategy and Leadership, 35(3), 12-17.
  • Alvinius, A., Johansson, E., & Larsson, G. (2016). Negative organizations: antecedents of negative leadership. In: d. Watola & d. Woycheshin (eds.). Negative leadership: International perspectives. Ontario (Canada): Canadian Defence Academy Press.
  • Aravena, F. (2017). Destructive leadership behaviour: An explanatory study in Chile. Leadership and Policy in Schools, 18(1), 83-96.
  • Armitage, A. (2015). The dark side: The poetics of toxic leadership. Advances in Developing Human Resources, 17(3), 376-390.
  • Aryee, S., Chen, Z. X., Sun, L., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: test of a trickle-down model. Journal of Applied Psychology, 92, 191–201.
  • Ashforth, B. E. (1994). Petty tyranny in organizations. Human Relations, 47, 755-778.
  • Bakan, İ. & Yılmaz, Y. S. (2019). Toksik liderliğin tükenmişliğe etkisi: bir alan araştırması. Kahramanmaraş Sütçü İmam Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 9(2), 1-12.
  • Barca, M. (2005). Stratejik yönetim düşüncesinin evrimi: Bilimsel bir disiplinin oluşum hikayesi. Yönetim Araştırmaları Dergisi, 5(1), 7-38.
  • Başar, U. & Açıkgöz, S. (2020). Çalışanların karanlık liderlik algısı ile intikam alma niyeti arasındaki ilişkide nevrotizmin düzenleyici rolü. 28. Ulusal Yönetim ve Organizasyon Kongresi,410-421, Ankara Sosyal Bilimler Üniversitesi, Ankara.
  • Başar, U. (2020a). A multilevel study of relationships between leaders’ dark triad and employee burnout: Mediating role of perceived dark leadership. Journal of Business Research-Turk, 12(3), 2407-2423.
  • Başar, U. (2020b). İşyerinde karanlık liderlik algısı ölçeği. İstanbul Kent Üniversitesi İnsan ve Toplum Bilimleri Dergisi, 1(1), 70-103.
  • Başar, U. (2020c). Perceived organizational politics as a mediator of the relationship between perceived dark leadership and ıntention to quit. 19. International Business Congress, 98-106, Erciyes Üniversitesi, Kayseri.
  • Başar, U., Sığrı, Ü. & Basım, N. (2016). İş yerinde karanlık liderlik. İş ve İnsan Dergisi, 3(2), 65-76.
  • Baumeister, R. F., Bratslavsky, E., Finkenauer, C. &Vohs, K. D. (2001). Bad is stronger than good. Review of General Psychology, 5(4), 323-370.
  • Bektaş, M. & Erkal, P. (2015). Toxicity behaviors in organizations: study of reliability and validity of toxic emotional experiences scale. Research Journal of Business and Management, 2(4), 519-529.
  • Benson, M., & Hogan, R. (2008). How dark side leadership personality destroys trust and degrades organisational effectiveness. Organisations & People, 15(2), 10-18.
  • Bollaert, H., & Petit, V. (2010). Beyond the dark side of executive psychology: Current research and new directions. European Management Journal, 28(5), 362–376.
  • Börü, D. E., Çakarel, Y. T., Ufacık, O. E. & Arslan, G. (2020). Toksik liderliğin örgütsel sinizm üzerindeki etkisi: otomotiv sektöründe bir araştırma. İktisadi İdari ve Sosyal Araştırmalar Dergisi, 5(12), 194-216.
  • Braun, S., Peus, C., Weisweiler, S. & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24(1), 270-283.
  • Brunell, A. B., Gentry, W. A., Campbell, W. K., Hoffman, B. J., Kuhnert, K. W., & Demarree, K. G. (2008). Leader emergence: The case of the narcissistic leader. Personality & Social Psychology Bulletin, 34(12), 1663–1676.
  • Burke, R. J. (2006). Why leaders fail: Exploring the dark side. International Journal of Manpower, 27(1), 91-100.
  • Burton, J. P. & Hoobler, J. M. (2006). Subordinate self-esteem and abusive supervision. Journal of Managerial Issues, 18(3), 340-355.
  • Conger, J. A. (1990). The dark side of leadership. Organizational Dynamics, 19, 44–55.
  • Conger, J. A., Kanungo, R. N., & Menon, S. T. (2000). Charismatic leadership and follower effects. Journal of Organizational Behavior, 21(7), 747–767.
  • Contreras, F. V. & Espinosa, J. C. (2019). The blurred edge between “bright” and “dark” side of leadership. Espacicos, 40(7), 7.
  • Dandira, M. (2012). Dysfunctional leadership: organizational cancer. Business Strategy Series 13(4), 187–192.
  • DeCelles, K., & Pfarrer, M. (2004). Heroes or villains? corruption and the charismatic leader. Journal of Leadership and Organizational Studies, 11(1), 67-77.
  • Duffy, M. K. & Ferrier, W. J. (2003). Birds of a feather...? how supervisor- subordinate dissimilarity moderates the ınfluence of supervisor behaviors on workplace attitudes. Group and Organization Management, 28(2), 217-248.
  • Einarsen, S., Aasland, M. S. & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207-216.
  • 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.
  • Fascia, S. (2008). The value of dark leadership. Journal of Strategy, Operations & Economics (JSOE), 3(2), 1-6.
  • Foels, R. E., Driskell, J. E., Mullen, B. & Salas, E. (2000). The effects of democratic leadership on group member satisfaction: An integration. Small Group Research 31(6), 676-701.
  • Goldman, A. (2006). Personality disorders in leaders: Implications of the DSM IV-TR in assessing dysfunctional organizations. Journal of Managerial Psychology, 21(5), 392–414.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, March-April, 78-90.
  • Harms, P. D., Spain, S. M., & Hannah, S. T. (2011). Leader development and the dark side of personality. Leadership Quarterly, 22(3), 495-509.
  • Harris, A. & Jones, M. (2018) The dark side of leadership and management. School Leadership & Management, 38(5), 475-477.
  • Harris, K. J., Harvey, P., Harris, R. B. & Cast, M. (2013). An Investigation of abusive supervision, vicarious abusive supervision, and their joint ımpacts. The Journal of Social Psychology, 153(1), 38-50.
  • Harvey, P., Stoner, J., Hochwarter, W. & Kacmar, C. (2007). Coping with abusive supervision: The neutralizing effects of ingratiation and positive affect on negative employee outcomes.The Leadership Quarterly, 18(3), 264-280.
  • Higgs, M. (2009). The Good, the bad and the ugly: Leadership and Narcissism. Journal of Change Management, 9(2), 165-178.
  • Hitchcock, M. (2015). The relationship between toxic leadership, organizational citizenship, and turnover behaviours among san diego nonprofits paid staff. university of San Diego. (Yayınlanmış Doktora Tezi). ABD.
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Ayrıntılar

Birincil Dil Türkçe
Konular Sosyal
Bölüm Makaleler
Yazarlar

Osman USLU (Sorumlu Yazar)
SAKARYA ÜNİVERSİTESİ
0000-0002-0571-6281
Türkiye

Yayımlanma Tarihi 30 Haziran 2021
Yayınlandığı Sayı Yıl 2021, Cilt 23, Sayı 2

Kaynak Göster

APA Uslu, O. (2021). KARANLIK LİDERLİK TARZLARI: KAVRAMSAL BİR DEĞERLENDİRME . Dokuz Eylül Üniversitesi Sosyal Bilimler Enstitüsü Dergisi , 23 (2) , 901-924 . DOI: 10.16953/deusosbil.775143