Deviant leadership is pervasive and destroys value and lives while leadership and followership are indispensible dyadic components of organizational performance and value in post-industrial, globalized, and complex competitive environment. Deviant leadership is an understudied destructive sub-optimal force by misapplication of organizational leadership resulting in loss, underperformance, and adverse individual impact in the modern complex organizational environment. Deviant leadership is leadership behaviors, traits, or styles that destroy organizational performance and value, and impact followers’ followership, well-being, and engagement. The emerging crucial knowledge of deviant leadership within the broader field of complexity-based leadership is oriented at destructive sub-optimal actions of leaders; contrary to the corpus of leadership literature on positive traits, theories, styles, and applications. The knowledge and application gap between destruction and loss created by deviant leadership and strategies, mitigations, and awareness for eliminating or reducing the phenomenon created a need for the exploration of deviant leadership from the follower perspective. The study of the experience of deviant leadership for followers and followership is a parallel-interrelated field of leadership study, as new organizational imperatives have resulted from a complex, connected, information-based global economy in the post-industrial age. Complexity leadership theories use complex adaptive systems as basic whole units of studying the continual dyadic relationships and interactions of leaders, followers, and followership as the interconnected symbiotic system that creates organizational value. Despite the huge volume of modern literature and knowledge on positive leadership, the serious problem of deviant leadership was unabated, understudied, and pervasive in modern complex organizations, and was addressed through rich, deep qualitative phenomenological exploration. The purpose of the study was enhanced understanding of deviant leadership for crucial awareness in maximizing effort and minimizing loss in complex adaptive organizational systems within the global economy with added information, strategies, and interventions. The meaning, essence, and invariant nature of deviant leadership was explicated from 12 organizational followers in the United States who compete in the global competitive environment. Collected and processed data enabled the qualitative phenomenological determination of how deviant leadership exists. Deviant leadership was found to be a pervasive phenomenon affecting followers and their followership in the global competitive environment.
|Commitee:||Miller, Leslie, O'Grady, Mary Ann|
|Department:||School of Business and Technology Management|
|School Location:||United States -- Arizona|
|Source:||DAI-A 77/02(E), Dissertation Abstracts International|
|Subjects:||Management, Occupational psychology, Organizational behavior|
|Keywords:||Bad leadership, Destructive leadership, Deviant leadership, Leadership, Negative leadership, Toxic leadership|
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