An empirical investigation of the antecedents, behaviors, and outcomes of bad leadership

Abstract

Abstract This exploratory study identifies actions and behaviors that subordinates attribute to bad leadership and explores the implications these factors have for organizations. Data were 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, behaviors causing a leader to be perceived as bad, the impact of bad leaders on the employee and organization, 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.