Contents 1 Destructive leadership: state of the art and future directions 1 Kimberley Breevaart, Birgit Schyns, and Pedro Neves PART I FORMS OF DESTRUCTIVE LEADERSHIP 2 The sustained nature of abusive supervision: an overview and synthesis of theoretical frameworks 10 Kimberley Breevaart, Barbara Wisse, Diana Rus, and Selina Langner 3 Dark entanglement: narcissistic leaders, their followers, and the contexts they create 30 Emily E. Forgo, Paul J. Hanges, and Dritjon Gruda 4 Inconsistent leadership: overview, measurement and an agenda for future research 50 Jan Schilling, Birgit Schyns, and Daniel May 5 Unmasking leadership incivility: creating a research agenda for employee health 70 Yannick Provencher, Arla Day, and M. Gloria González-Morales 6 Is there power in letting go? An assessment of laissez-faire leadership research 95 Evy Kuijpers, Sarah Cameron, and Jesse T. Vullinghs 7 At the cost of others: the concept of exploitative leadership 115 Armin Pircher Verdorfer and Ellen Schmid 8 Grandiose and vulnerable leader narcissism in context: the role of events 132 Anna Topakas, Xiaoyu Gan, and Susanne Braun 9 The behaviour of vulnerable narcissistic leaders: a qualitative interview study 155 Birgit Schyns, Iris K. Gauglitz, Sarah Gilmore, and Karolina W. Nieberle PART II BOUNDARY CONDITIONS AND CONTEXT 10 Family businesses: a fertile ground for destructive leadership? 172 Jana Hermle-Boersig, Nadine Kammerlander, and Matthias Waldkirch 11 Destructive leadership in the context of sports 193 Stewart T. Cotterill and Stephanie J. Tibbert 12 Dark times, bad leaders: lessons from the COVID-19 pandemic 204 Urszula Lagowska and Birgit Schyns 13 The impact of multidimensional crises on followers’ vulnerability to destructive leadership 221 Luciana Simion and Michelle Bligh 14 Susceptible followers and destructive leadership: an integrative review and typology 240 Christian Thoroughgood, Sung Hyoun Hong, and Katina Sawyer 15 Personality and the dark side of leadership 262 Jan Luca Pletzer, Bo Wang, and Jacek Buczny 16 Destructive leadership paradoxes 279 Miguel Pina e Cunha, Ace Volkmann Simpson, Arménio Rego, and Marco Berti PART III METHODS RELEVANT TO THE STUDY OF DESTRUCTIVE LEADERSHIP 17 Methodological considerations for studying destructive leadership 294 Thomas Fischer 18 An assessment of construct proliferation within destructive leadership research 311 Jeremy D. Mackey, Michael A. Phillipich, Charn P. McAllister, and Katherine C. Alexander 19 A field guide to non-field research: experimental methods in abusive supervision research 327 Pearlyn H. S. Ng, Elana Zur, Lindie H. Liang, and Douglas J. Brown

‘We live in a world where more than a quarter of countries are led by dictators and a substantial portion of leaders in business and government are destructive. While we know a lot about good leaders, there has been little attention given to studying the bad ones. This edited collection presents state-of-the-art research on destructive leadership and includes directions for future research. This book shines a bright light on the dark side of leadership and greatly helps our understanding of the dynamics of destructive leadership.’