Abstract:
Leadership in today’s volatile environment necessitates an understanding of what constitutes effective leadership. Self-awareness is described as critical for effective and positive forms of leadership, yet there is little research into the link between a lack of self-awareness in leaders and destructive, toxic and despotic leadership. The prevalence of destructive leadership is surprisingly common and bears a high cost to companies in terms of employee turnover, absenteeism and decreased productivity. The emotional toll it takes on employees is severe and affects their well-being, job satisfaction, commitment, loyalty and identification with the organisation.
A qualitative, exploratory approach was used to gain rich insights into the role that self-awareness plays in effective leadership, and how a lack thereof affects employee engagement and behaviour. Data were collected through semi-structured interviews with executives who had experience of working for a manager with low self-awareness. Thematic analysis was then conducted to identify the main themes found in the data.
This study found that leaders with low self-awareness exhibit behaviours consistent with toxic and destructive leadership. Negative effects on subordinates were felt in terms of employee engagement. Increased resistance to the leader occurred, and retaliatory and deviant work behaviour resulted. A model for conceptualising the process by which a lack of self-awareness results in destructive leadership and its influence on followers’ behaviours and attitudes emerged allowing for an improved understanding of this organisational behavioural phenomenon. Leadership can be considered a process of ‘co-creation’ between leaders and followers in a broader context, the outcome of which determines organisational success. Destructive leadership should be viewed in the same holistic fashion. This ultimately has an effect on the organisation’s performance and culture.
