Written by Kristin Delgado, R&D Manager
In the complex world of business, effective leadership can propel a company forward, while destructive leadership can drag it down. But what is destructive leadership, and why does it matter?
What is destructive leadership?
Destructive leadership refers to behaviours by leaders that harm individuals, teams, and organisations. This type of leadership creates a toxic work environment filled with fear, mistrust, and negativity, ultimately impacting morale, productivity, and the bottom line. Destructive leadership is not just about poor management skills, it’s about actively undermining organisational goals and the well-being of employees.
Some common traits of destructive leaders include:
- Manipulation and exploitation: Using others for personal gain.
- Lack of empathy: Failing to consider the feelings and needs of others.
- Hostility and aggression: Creating a hostile work environment through intimidation or bullying.
The impact of destructive leadership
Destructive leadership can have far-reaching consequences, including:
- Decreased employee engagement: Employees who feel threatened or undervalued are less likely to be engaged and motivated.
- Higher turnover rates: Toxic leadership leads to higher turnover, in turn increasing recruitment and training costs.
- Lower productivity: A negative work environment stifles creativity and collaboration, which reduces overall productivity.
- Damaged reputation: Companies known for destructive leadership struggle to attract and retain top talent.
Narcissism and leadership: A double-edged sword
Narcissism in leaders is often seen as a double-edged sword. They may be charismatic leaders who can inspire a team to achieve ambitious goals, but who also might have a darker side. On one hand, narcissistic leaders are confident, persuasive, and driven — qualities that can energise a team. On the other hand, their tendency toward entitlement and lack of empathy can lead to manipulation and exploitation. These behaviours create a toxic work environment filled with fear and mistrust, potentially causing significant harm.
Research has shown that narcissistic leaders are often more prone to destructive leadership behaviours, when their need for admiration and self-promotion overshadows the well-being of their team. But it’s not all doom and gloom. Our recent study explores how emotional intelligence can play a pivotal role in moderating the impact of narcissism on leadership (Delgado, Stubenrauch, Whele, 2024).
The role of narcissism in destructive leadership
Narcissism is a personality trait often associated with destructive leadership. Narcissistic leaders may be self-centred, seeking admiration while lacking empathy for others. This can lead to manipulative and exploitative behaviours that harm the team and organisation.
However, narcissism in leadership is complex. While narcissistic traits can lead to destructive behaviours, they can also inspire confidence and drive ambition when managed effectively. This dual nature makes understanding the nuances of narcissism in leadership essential.
Emotional intelligence: The game changer
Emotional intelligence is the ability to understand and manage one’s own emotions and those of others. It’s about being self-aware, regulating emotions, and having empathy and effective social skills. Leaders with high emotional intelligence are better equipped to harness their narcissistic traits for positive outcomes, turning potential negative impacts into strengths. Our recent study explores how emotional intelligence can moderate the impact of narcissistic traits on destructive leadership behaviours. explores how emotional intelligence can moderate the impact of narcissistic traits on destructive leadership behaviours.
Some of the key findings show the role EI can play when it comes to narcissistic behaviour:
- Agentic narcissism: Leaders with lower emotional intelligence and high agentic narcissism (traits like assertiveness and dominance) showed a strong link to destructive leadership behaviours. However, for leaders with higher EI, this relationship was significantly weaker.
- Antagonistic narcissism: Leaders with lower emotional intelligence and high antagonistic narcissism (traits like hostility and aggression) also exhibited a strong link to destructive leadership behaviours. This relationship was weaker for leaders with higher EI, though still present.
These findings suggest that EI can serve as a buffer, reducing the negative impact of narcissistic traits on leadership behaviour and demonstrating how EI can be a protective factor in leadership.
Understanding destructive leadership and its dynamics
In order to combat the negative implications of destructive leadership, organisations need to first educate themselves on how to identify the signs and risk factors in the first place. Follow the below steps to ensure both your leaders and workforce as a whole are able to work in a productive environment where they feel comfortable and valued:
- Identify risks: By recognising the traits associated with destructive leadership, organisations can identify potential risks early. Assessing emotional intelligence during the hiring process can help identify candidates who are better equipped to manage narcissistic tendencies and maintain a positive workplace environment.
- Develop effective leaders: Incorporating emotional intelligence training into leadership development programs can help mitigate the negative effects of narcissistic traits, fostering more positive leadership behaviours. Organisations should provide ongoing support and resources to develop leaders’ emotional intelligence, helping them navigate the complexities of leadership with empathy and insight.
- Improve workplace culture: By addressing destructive leadership, organisations can create a more positive and productive work environment, improving employee engagement and retention.
Destructive leadership poses a significant threat to organisational success, but companies can take proactive steps to identify and address it. As we continue to explore the nuances of leadership, the integration of emotional intelligence into development programs offers a promising pathway to more effective and positive leadership. By focusing on developing emotionally intelligent leaders, organisations can transform potentially destructive traits into assets that drive success and foster a healthy work environment.
References:
Delgado, K., Stubenrauch, S, & Whele, S. Unmasking Destructive Leadership: Traits, Moderators, and
Mitigating Factors.(2024, April). Discussant at symposium at the 39th Annual Conference of the Society for Industrial and Organizational Psychology, Chicago, IL.
