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 language | English (US) |
|---|---|
| Pages (from-to) | 251-272 |
| Number of pages | 22 |
| Journal | Journal of Business Ethics |
| Volume | 82 |
| Issue number | 1 |
| DOIs | |
| State | Published - Sep 2008 |
Keywords
- Beliefs
- Destructive leadership
- Ethical decision making
- Personal values
ASJC Scopus subject areas
- Business and International Management
- General Business, Management and Accounting
- Arts and Humanities (miscellaneous)
- Economics and Econometrics
- Law