Abstract:
PURPOSE : Leadership research demands an understanding of what constitutes effective
leadership. Self-awareness is described as critical for effective leadership, yet there is little
research dealing with the link between a lack of self-awareness in leaders and destructive
leadership. The prevalence of destructive leadership is surprisingly common and bears a
high cost to organisations in terms of employee turnover, absenteeism and decreased
productivity. The emotional toll it takes on employees is severe and affects their well-being
and identification with the organisation.
DESIGN/METHODOLOGY/APPROACH : A qualitative, exploratory approach was used to gain
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.
FINDINGS/RESULTS : 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 and increased resistance to the
leader occurred. Subordinates then engaged in retaliatory and deviant work behaviour as
a result.
PRACTICAL IMPLICATIONS : A model for conceptualising how self-awareness results in destructive
leadership and its influence on followers’ behaviours and attitudes emerged, enabling an
improved understanding of this organisational behavioural phenomenon.
ORIGINALITY/VALUE : Literature is limited on self-awareness even though more research is
being carried out on destructive leadership. The research has implications for how talent
management is conducted within organisations.