Shedding Light on Leaders’ Self-Interest: Theory and Measurement of Exploitative Leadership
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DEBORAH E. RUPP JOURNAL OF MANAGEMENTSummary: A leader behaving in a way that is exceedingly self-interested and exploitative of others is a recurring notion in destructive leadership but also an unexplored aspect that warrants further scrutiny. In this article, we introduce the concept of “exploitative leadership,” which is mainly characterized by high levels of leader self-interest. In a total of six studies (total N = 1,722), we develop a scale to measure the construct, establish its psychometric properties, consider the nomological validity of exploitative leadership by examining its linkages with related leadership constructs, and establish discriminant and convergent validity. Finally, we analyze the relations between exploitative leadership and follower outcomes, considering individual-level as well as team-level effects. By extending the range of theoretical and measureable behaviors leaders may show, we hope to allow research to take into account a more complete picture of destructive leadership
| Item type | Current library | Call number | Vol info | Status | Notes | Date due | Barcode | Item holds | |
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Main Library | Vol 45, Issue 4/ 55510430JA4 (Browse shelf(Opens below)) | Available | 55510430JA4 | |||||
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Main Library On Display | Journal /MGT/Vol 45, Issue 4/55510430 (Browse shelf(Opens below)) | Vol 45, Issue 4 (04/06/2019) | Not for loan | April, 2019 | 55510430 |
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A leader behaving in a way that is exceedingly self-interested and exploitative of others is a recurring notion in destructive leadership but also an unexplored aspect that warrants further scrutiny. In this article, we introduce the concept of “exploitative leadership,” which is mainly characterized by high levels of leader self-interest. In a total of six studies (total N = 1,722), we develop a scale to measure the construct, establish its psychometric properties, consider the nomological validity of exploitative leadership by examining its linkages with related leadership constructs, and establish discriminant and convergent validity. Finally, we analyze the relations between exploitative leadership and follower outcomes, considering individual-level as well as team-level effects. By extending the range of theoretical and measureable behaviors leaders may show, we hope to allow research to take into account a more complete picture of destructive leadership
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