Responding destructively in leadership situations: The role of personal values and problem construction

Jody J. Illies, Roni Reiter-Palmon

Research output: Contribution to journalArticle

33 Scopus citations

Abstract

This study explored the influence of personal values on destructive leader behavior. Student participants completed a managerial assessment center that presented them with ambiguous leadership decisions and problems. Destructive behavior was defined as harming organizational members or striving for short-term gains over long-term organizational goals. Results revealed that individuals with self-enhancement values were more destructive than individuals with self-transcendence values were, with the core values of power (self-enhancement) and universalism (self-transcendence) being most influential. Results also showed that individuals defined and structured leadership problems in a manner that reflected their value systems, which in turn affected the problem solutions they generated.

Original languageEnglish (US)
Pages (from-to)251-272
Number of pages22
JournalJournal of Business Ethics
Volume82
Issue number1
DOIs
StatePublished - Sep 1 2008

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Keywords

  • Beliefs
  • Destructive leadership
  • Ethical decision making
  • Personal values

ASJC Scopus subject areas

  • Business and International Management
  • Business, Management and Accounting(all)
  • Arts and Humanities (miscellaneous)
  • Economics and Econometrics
  • Law

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