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Article
An empirical investigation of the antecidents, behaviors, and outcomes of bad leadership
Journal of Leadership Studies (2007)
  • Anthony Erickson, Bond University
  • James B Shaw, Bond University
  • Zha Agabe, Bond University
Abstract
This exploratory study identifies actions and behaviours which subordinates attribute to ‘bad leadership’ and explores the implications these factors have for organizations. Data was obtained through a web-based survey that generated 335 respondents who completed at least some of the questions. Results identified the prevalence of bad leaders; behaviours causing a leader to be perceived as bad; the impact of bad leaders on the employee and organisation; whether these bad leaders had always been bad; and what happened to the bad leader. An interesting discovery was that the majority of bad leaders were either promoted or rewarded by the organization.
Keywords
  • leadership,
  • leaders,
  • work,
  • behaviour,
  • good,
  • bad,
  • management,
  • organisations,
  • staff,
  • morale,
  • survey
Publication Date
August 1, 2007
Publisher Statement
Interim status: Citation only.

Erickson, A., Shaw, J. B., Agabe, Z (2007) An empirical investigation of the antecidents, behaviors, and outcomes of bad leadership. 35pp.

See review "Bad bosses get promoted, not punished?" Fri Aug 3, 2007 in Reuters .

This paper has been accepted for publication in the Journal of Leadership Studies (2007) Wiley Periodicals, Inc.

Copyright © 2007 University of Phoenix
Citation Information
Anthony Erickson, James B Shaw and Zha Agabe. "An empirical investigation of the antecidents, behaviors, and outcomes of bad leadership" Journal of Leadership Studies Vol. 1 Iss. 3 (2007)
Available at: http://works.bepress.com/anthony_erickson/1/