Destructive leadership in education: a transdisciplinary critical analysis of contemporary literature

References

• Aasland, M., Skogstad, A., Notelaers, G., Nielsen, M., & Einarsen, S. (2010). The prevalence of destructive leadership behaviour. British Journal of Management, 21, 438–452.
   Web of Science ®Google Scholar
• Abu-tineh, A., Khasawneh, S., & Omary, A. (2009). Kouzes and Posner’s transformational leadership model in practice : The case of Jordanian schools. Journal of Leadership Education, 7(3), 265–283.
   Google Scholar
• Allan, K. (2013). Explorations in classical sociological theory. Thousand Oaks: CA: Sage.
   Google Scholar
• Ashforth, B. (1994). Petty tyranny in organizations. Human Relations, 47(7), 755–778.
   Web of Science ®Google Scholar
• Avolio, B. (2007). Promoting more integrative strategies for leadership theory-building. American Psychologist, 62(1), 25–33.
   PubMed Web of Science ®Google Scholar
• Avolio, B., & Gardner, W. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.
   Web of Science ®Google Scholar
• Avolio, B., Walumbwa, F., & Weber, T. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60(1), 421–449.
   PubMed Web of Science ®Google Scholar
• Balwant, P. T. (2017). The dark side of teaching: Destructive instructor leadership and its association with students’ affect, behaviour, and cognition. International Journal of Leadership in Education, 20(5), 577–604.
   Web of Science ®Google Scholar
• Bass, B. (1990). Bass and Stodgill’s handbook of leadership. NY: Free Press.
   Google Scholar
• Bass, B., & Avolio, B. (1995). Multifactor leadership questionnaire. Redwood City, CA: Mind Garden.
   Google Scholar
• Baum, J. (1999). Whole-part co-evolutionary competition in organisations. In J. Baum & W. McKelvey (Eds.), Variations in organization science (pp. 113–135). Thousand Oaks: SAGE Publications.
   Google Scholar
• Bennis, W. (2007). The challenges of leadership in the modern world: Introduction to the special issue. American Psychologist, 62(1), 2–5.
   PubMed Web of Science ®Google Scholar
• Blakesley, S. (2008). Remote and unresearched: Educational leadership in Canada’s Yukon Territory. Compare, 38(4), 441–454.
   Google Scholar
• Blase, J., & Blase, J. (2002). The dark side of leadership: Teacher perspectives of principal mistreatment. Educational Administration Quarterly, 38(5), 671–727.
   Web of Science ®Google Scholar
• Blase, J., & Blase, J. (2006). Teachers’ perspectives on principal mistreatment. Teacher Education Quarterly, 33(4), 123–142.
   Google Scholar
• Blase, J., Blase, J., & Du, F. (2008). The mistreated teacher: A national study. Journal of Educational Administration, 46(3), 263–301.
   Google Scholar
• Bowie, N. (2005). Expanding the horizons of leadership. In J. Ciulla, T. Price, & S. Murphy (Eds.), The quest for moral leaders: Essays on leadership ethics (pp. 144–160). Cheltenham: Edward Elgar.
   Google Scholar
• Bowling, N., & Michel, J. (2011). Why do you treat me badly? The role of attributions regarding the cause of abuse in subordinates’ responses to abusive supervision. Work & Stress, 25(4), 309–320.
   Web of Science ®Google Scholar
• Brown, M., & Treviño, L. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616.
   Web of Science ®Google Scholar
• Burns, J. (1978). Leadership. NY: Harper & Row.
   Google Scholar
• Bush, T., & Glover, D. (2003). School leadership: Concepts and evidence. Retrieved from http://dera.ioe.ac.uk/5119/14/dok217-eng-School_Leadership_Concepts_and_Evidence_Redacted.pdf
   Google Scholar
• Bush, T., & Middlewood, D. (2005). Leading and managing people in education. London, UK: Sage Publications.
   Google Scholar
• Busher, H. (2008). Deconstructing the familiar: Making sense of the complexities of secondary schools as organisations. Management in Education, 22(2), 4–10.
   Google Scholar
• Caldwell, B. (2006). Re-imagining educational leadership. London: Sage Publications.
   Google Scholar
• Carlyle, T., & Gray, H. (1906). Thomas Carlyle’s On heroes, hero-worship, and the heroic in history. New York, NY: Longmans, Green and Co.
   Google Scholar
• Cemaloğlu, N. (2011). Primary principals’ leadership styles, school organizational health and workplace bullying. Journal of Educational Administration, 49(5), 495–512.
   Google Scholar
• Chi, S., & Liang, S. (2013). When do subordinates’ emotion-regulation strategies matter? Abusive supervision, subordinates’ emotional exhaustion, and work withdrawal. The Leadership Quarterly, 24(1), 125–137.
   Web of Science ®Google Scholar
• Ciulla, J. (1998). Ethics, the heart of leadership. Westport, CT: Quorum Books.
   Google Scholar
• Ciulla, J., Price, T., & Murphy, S. (2005). The quest for moral leaders. Cheltenham, UK: Edward Elgar.
   Google Scholar
• Clarke, J. (2005). Working with monsters. Milsons Point, Australia: Random House.
   Google Scholar
• Collins, J. (2001). Good to great. New York, NY: HarperBusiness.
   Google Scholar
• Conger, J. (1990). The dark side of leadership. Organizational Dynamics, 19(2), 44–55.
   Web of Science ®Google Scholar
• Conger, J. (2005). ‘Oh Lord, Won’t You Buy Me a Mercedes-Benz’: How compensation practices are undermining the credibility of executive leaders. In J. Ciulla, T. Price, & S. Murphy (Eds.), The quest for moral leaders: Essays on leadership ethics (1st ed. pp. 80–97). Cheltenham, Australia: Edward Elgar.
   Google Scholar
• Corry, N., Merritt, R., Mrug, S., & Pamp, B. (2008). The factor structure of the narcissistic personality inventory. Journal of Personality Assessment, 90(6), 593–600.
   PubMed Web of Science ®Google Scholar
• Costa, P., & McCrae, R. (1992). NEO personality inventory-revised (NEO PI-R). Odessa, FL: Psychological Assessment Resources.
   Google Scholar
• Covey, R. (2004). The 8th habit: From effectiveness to greatness. NY: Free Press.
   Google Scholar
• Craig, S., & Gustafson, S. (1998). Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity. The Leadership Quarterly, 9(2), 127–145.
   Web of Science ®Google Scholar
• Cray, A. (2007). Find positive learning from negative experiences of care. Nursing Care, 22(5), 26.
   Google Scholar
• Davies, B. (2011). Leading the strategically focused school. Los Angeles, CA: Sage.
   Google Scholar
• Day, C. (2000). Leading schools in times of change. Buckingham, UK: Open University Press.
   Google Scholar
• Den Hartog, D., & Belschak, F. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35–47.
   Web of Science ®Google Scholar
• Den Hartog, D., House, R., Hanges, P., Ruiz-Quintanilla, S., & Dorfman, P. (1999). Culture specific and cross-culturally generalizable implicit leadership theories. The Leadership Quarterly, 10(2), 219–256.
   Web of Science ®Google Scholar
• Dierendonck, D., & Patterson, K. (2010). Servant leadership. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.
   Google Scholar
• Dowding, K. (2011). Encyclopedia of power. Los Angeles: Sage Publications.
   Google Scholar
• Druzhilov, S. (2012). The Problem of mobbing in a college department. Russian Education & Society, 54(4), 69–77.
   Web of Science ®Google Scholar
• Duignan, P. (2006). Educational leadership. Cambridge, UK: Cambridge University Press.
   Google Scholar
• Einarsen, S., Aasland, M., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207–216.
   Web of Science ®Google Scholar
• Eisenbeiss, S., van Knippenberg, D., & Fahrbach, C. (2014). Doing well by doing good? Analyzing the relationship between CEO ethical leadership and firm performance. Journal of Business Ethics, 128(3), 635–651.
   Web of Science ®Google Scholar
• Eldridge, J., & Crombie, A. (1974). A sociology of organisations. London: Allen and Unwin.
   Google Scholar
• Emuwa, A. (2013). Authentic leadership: Commitment to supervisor, follower empowerment, and procedural justice climate. Emerging Leadership Journeys, 6(1), 45–65.
   Google Scholar
• Fahie, D. (2014). Blackboard bullies: Workplace bullying in primary schools. Irish Educational Studies, 33(4), 435–450.
   Web of Science ®Google Scholar
• Frost, J. (2014). Values based leadership. Industrial and Commercial Training, 46(3), 124–129.
   Google Scholar
• Fuchs, C., & Hofkirchner, W. (2009). Autopoiesis and critical social systems theory. In R. Magalhães & R. Sanchez (Eds.), Autopoiesis in organization theory and practice (1st ed., pp. 111–129). Bingley, UK: Emerald.
   Google Scholar
• Fullan, M. (2001). Leading in a culture of change. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Fullan, M. (2005). Leadership and sustainability. Thousand Oaks, CA: Corwin Press.
   Google Scholar
• Fullan, M. (2014). The principal: Three keys to maximizing impact. San Francisco: Jossey-Bass.
   Google Scholar
• Gardner, J. (1993). On leadership. NY: Free Press.
   Google Scholar
• Gardner, W., Avolio, B., Luthans, F., May, D., & Walumbwa, F. (2005). ‘Can you see the real me?’ A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343–372.
   Web of Science ®Google Scholar
• George, J., & Brief, A. (1992). Feeling good-Doing good: A conceptual analysis of the mood at work-organizational spontaneity relationship. Psychological Bulletin, 112(2), 310–329.
   PubMed Web of Science ®Google Scholar
• Goldman, A. (2009). Destructive leaders and dysfunctional organizations. Cambridge: Cambridge University Press.
   Google Scholar
• Goldspink, C., & Kay, R. (2003). Organizations as self-organizing and sustaining systems: A complex and autopoietic systems perspective. International Journal of General Systems, 32(5), 459–474.
   Web of Science ®Google Scholar
• Goleman, D., Boyatzis, R., & Mckee, A. (2009). Primal leadership: The hidden driver of great performance. IEEE Engineering Management Review, 37(3), 75–84.
   Google Scholar
• Griffin, R., & O’Leary-Kelly, A. (2004). The dark side of organizational behavior. San Francisco: Jossey-Bass.
   Google Scholar
• Hackman, J., & Wageman, R. (2007). Asking the right questions about leadership: Discussion and conclusions. American Psychologist, 62(1), 43–47.
   Web of Science ®Google Scholar
• Hare, R., & Neumann, C. (2008). Psychopathy as a clinical and empirical construct. Annual Review of Clinical Psychology, 4(1), 217–246.
   PubMed Web of Science ®Google Scholar
• Hargreaves, A. (1994). Changing teachers, changing times. London, UK: Cassell.
   Google Scholar
• Hargreaves, A., Boyle, A., & Harris, A. (2014). Uplifting leadership. San Francisco: Jossey-Bass.
   Google Scholar
• Harris, A., Day, C., Hopkins, D., Hadfield, M., Hargreaves, A., & Chapman, C. (2003). Effective leadership for school improvement. London, UK: RoutledgeFalmer.
   Google Scholar
• Hatcher, R. (2005). The distribution of leadership and power in schools. British Journal of Sociology of Education, 26(2), 253–267.
   Web of Science ®Google Scholar
• Hobman, E., Restubog, S., Bordia, P., & Tang, R. (2009). Abusive supervision in advising relationships: Investigating the role of social support. Applied Psychology, 58(2), 233–256.
   Web of Science ®Google Scholar
• Hogan, R., Curphy, G., & Hogan, J. (1994). What we know about leadership: Effectiveness and personality. American Psychologist, 49(6), 493–504.
   PubMed Web of Science ®Google Scholar
• Hogan, R., & Kaiser, R. (2005). What we know about leadership. Review of General Psychology, 9(2), 169–180.
   Web of Science ®Google Scholar
• Holloman, H., Rouse, W., & Farrington, V. (2007). Purpose-driven leadership: Defining, defending and sustaining a school’s purpose. International Journal of Leadership in Education, 10(4), 437–443.
   Google Scholar
• Isaacson, L. (2013). The principal’s purpose: A practical guide to moral and ethical school leadership. Hoboken, NJ: Taylor and Francis.
   Google Scholar
• Jackson, D., Firtko, A., & Edenborough, M. (2007). Personal resilience as a strategy for surviving and thriving in the face of workplace adversity: A literature review. Journal of Advanced Nursing, 60(1), 1–9.
   PubMed Web of Science ®Google Scholar
• Jones, D., & Paulhus, D. (2009). Machiavellianism. In M. Leary & R. Hoyle (Eds.), Handbook of individual differences in social behaviour (pp. 93–108). New York: Guilford.
   Google Scholar
• Judge, T., Bono, J., Ilies, R., & Gerhardt, M. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765–780.
   PubMed Web of Science ®Google Scholar
• Kanter, R. (1983). The change masters: Innovation and entrepreneturship in the American corporation. Touchstone Book. New York, NY: Simon & Schuster.
   Google Scholar
• Kay, R. (2001). Are organizations autopoietic? A call for new debate. Systems Research and Behavioural Science, 18(6), 461–477.
   Web of Science ®Google Scholar
• Kellerman, B. (2004). Bad leadership. Boston: Harvard Business School Press.
   Google Scholar
• Kets de Vries, M. (2006). The leader on the couch. San Francisco: Jossey-Bass.
   Google Scholar
• Kets de Vries, M., & Miller, D. (1985). Narcissism and leadership: An object relations perspective. Human Relations, 38(6), 583–601.
   Web of Science ®Google Scholar
• Khoo, H., & Burch, G. (2008). The ‘dark side’ of leadership personality and transformational leadership: An exploratory study. Personality and Individual Differences, 44(1), 86–97.
   Web of Science ®Google Scholar
• Kihlström, A. (2011). Luhmann’s system theory in social work: Criticism and reflections. Journal of Social Work, 12(3), 287–299.
   Web of Science ®Google Scholar
• Klaussner, S. (2014). Engulfed in the abyss: The emergence of abusive supervision as an escalating process of supervisor–Subordinate interaction. Human Relations, 67(3), 311–332.
   Web of Science ®Google Scholar
• Kraemer, H. (2015). Becoming the best. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Krasikova, D. V., Green, S. G., & LeBreton, J. M. (2013). Destructive leadership: A theoretical review, integration, and future research agenda. Journal of Management, 39(5), 1308–1338.
   Web of Science ®Google Scholar
• Levy, S. (1992). Artificial life: The quest for new creation. New York: Random House.
   Google Scholar
• Leymann, H. (1996). The content and development of mobbing at work. European Journal of Work and Organizational Psychology, 5(2), 165–184.
   Google Scholar
• Lin, C. S., Huang, P. C., Chen, S. J., & Huang, L. C. (2017). Pseudo-transformational Leadership is in the Eyes of the Subordinates. Journal of Business Ethics, 141(1), 179–190.
   Web of Science ®Google Scholar
• Lipman-Blumen, J. (2005). The allure of toxic leaders. Oxford: Oxford University Press.
   Google Scholar
• Lord, R., Brown, D., Harvey, J., & Hall, R. (2001). Contextual constraints on prototype generation and their multilevel consequences for leadership perceptions. The Leadership Quarterly, 12(3), 311–338.
   Web of Science ®Google Scholar
• Luhmann, N. (1990). Essays on self-reference. New York, NY: Columbia University Press.
   Google Scholar
• Lunenburg, F., & Ornstein, A. (2011). Educational administration (6th ed.). Belmont, CA: Wadsworth, Cengage Learning.
   Google Scholar
• Ma, H., Karri, R., & Chittipeddi, K. (2004). The paradox of managerial tyranny. Business Horizons, 47(4), 33–40.
   Google Scholar
• MacBeath, J. (1997). Learning to achieve. London, UK: Prince’s Trust-Action.
   Google Scholar
• Maccoby, M. (2007). Narcissistic leaders. Boston, Mass.: Harvard Business School Press.
   Google Scholar
• Mackey, J., Ellen, B., Hochwarter, W., & Ferris, G. (2013). Subordinate social adaptability and the consequences of abusive supervision perceptions in two samples. The Leadership Quarterly, 24(5), 732–746.
   Web of Science ®Google Scholar
• Mackey, J., Frieder, R., Perrewé, P., Gallagher, V., & Brymer, R. (2014). Empowered employees as social deviants: The role of abusive supervision. Journal of Business Psychology, 30(1), 149–162.
   Web of Science ®Google Scholar
• Maner, J., & Mead, N. (2010). The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest. Journal of Personality and Social Psychology, 99(3), 482–497.
   PubMed Web of Science ®Google Scholar
• Mathieu, C., Neumann, C., Hare, R., & Babiak, P. (2014). A dark side of leadership: Corporate psychopathy and its influence on employee well-being and job satisfaction. Personality and Individual Differences, 59, 83–88.
   Web of Science ®Google Scholar
• Matthews, G., Deary, I., & Whiteman, M. (2009). Personality traits (3rd ed.). Cambridge, UK: Cambridge University Press.
   Google Scholar
• Maturana, H., & Varela, F. (1992). The tree of knowledge: The biological roots of human understanding. (Revised ed.). Boston: Shambhala.
   Google Scholar
• Maturana, H., & Verden-Zöller, G. (2008). The origin of humanness in the biology of love. Exeter: Imprint Academic.
   Google Scholar
• Maxwell, J. (1999). The 21 indispensable qualities of a leader. Nashville, TN: Nelson.
   Google Scholar
• May, D., Wesche, J., Heinitz, K., & Kerschreiter, R. (2014). Coping with destructive leadership. Zeitschrift Für Psychologie, 222(4), 203–213.
   Web of Science ®Google Scholar
• Mingers, J. (2006). Realising systems thinking: Knowledge and action in management science. New York, NY: Springer.
   Google Scholar
• Muchiri, M., Cooksey, R., & Walumbwa, F. (2012). Transformational and social processes of leadership as predictors of organisational outcomes. Leadership and Organization Development Journal, 33(7), 662–683.
   Web of Science ®Google Scholar
• Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, Calif.: Sage.
   Google Scholar
• O’Moore, M., & Crowley, N. (2011). The clinical effects of workplace bullying: A critical look at personality using SEM. International Journal of Workplace Health Management, 4(1), 67–83.
   Google Scholar
• Ostroff, C., Atwater, L. E., & Feinberg, B. J. (2004). Understanding self‐other agreement: A look at rater and ratee characteristics, context, and outcomes. Personnel Psychology, 57(2), 333–375.
   Web of Science ®Google Scholar
• Padilla, A., Hogan, R., & Kaiser, R. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18(3), 176–194.
   Web of Science ®Google Scholar
• Pasieczny, J., & Glinka, B. (2016). Organizational dysfunctions: Sources and areas. Entrepreneurial Business and Economics Review, 4(4), 213–223.
   Web of Science ®Google Scholar
• Paulhus, D. (2014). Toward a taxonomy of dark personalities. Current Directions in Psychological Science, 23(6), 421–426.
   Web of Science ®Google Scholar
• Paulhus, D., & Williams, K. (2002). The dark triad of personality: Narcissism, Machiavellianism, and psychopathy. Journal of Research in Personality, 36(6), 556–563.
   Web of Science ®Google Scholar
• Pelletier, K. (2010). Leader toxicity: An empirical investigation of toxic behavior and rhetoric. Leadership, 6(4), 373–389.
   Web of Science ®Google Scholar
• Peters, T., & Waterman, R. (1982). In search of excellence. NY: Harper & Row.
   Google Scholar
• Pope, B., & Burnes, B. (2013). A model of organisational dysfunction in the NHS. Journal of Health Organization and Management, 27(6), 676–697.
   PubMedGoogle Scholar
• Price, T. (2005). Abuse, privilege, and the conditions of responsibility for leaders. In J. Ciulla, T. Price, & S. Murphy (Eds.), The quest for moral leaders: Essays on leadership ethics (pp. 65–70). Cheltenham: Edward Elgar.
   Google Scholar
• Qureshi, M., Iftikhar, M., Janjua, S., Zaman, K., Raja, U., & Javed, Y. (2013). Empirical investigation of mobbing, stress and employees’ behavior at work place: Quantitatively refining a qualitative model. Quality & Quantity, 49(1), 93–113.
   Google Scholar
• Riley, D., Duncan, D., & Edwards, J. (2011). Staff bullying in Australian schools. Journal of Educational Administration, 49(1), 7–30.
   Google Scholar
• Rosenthal, S., & Pittinsky, T. (2006). Narcissistic leadership. The Leadership Quarterly, 17(6), 617–633.
   Web of Science ®Google Scholar
• Rowe, J. (2006). Non‐defining leadership. Kybernetes, 35(10), 1528–1537.
   Web of Science ®Google Scholar
• Samuel, Y. (2010). Organizational pathology. Life and death of organizations. New Brunswick, Canada: Transaction Publishers.
   Google Scholar
• Schaubroeck, J., Walumbwa, F., Ganster, D., & Kepes, S. (2007). Destructive leader traits and the neutralizing influence of an “enriched” job. The Leadership Quarterly, 18(3), 236.
   Web of Science ®Google Scholar
• Schermer, V. (2012a). Group-as-a-whole and complexity theories: Areas of convergence. Part I: Background and literature review. Group Analysis, 45(3), 275–288.
   Google Scholar
• Schermer, V. (2012b). Group-as-a-whole and complexity theories: Areas of convergence. Part II: Application to group relations, group analysis, and systems centered therapy. Group Analysis, 45(4), 481–497.
   Google Scholar
• Schuh, S., Zhang, X., & Tian, P. (2013). For the good or the bad? Interactive effects of transformational leadership with moral and authoritarian leadership behaviors. Journal of Business Ethics, 16(3), 629–640.
   Google Scholar
• Schumaker, D., & Sommers, W. (2001). Being a successful principal. Thousand Oaks, CA: Corwin Press.
   Google Scholar
• Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24(1), 138–158.
   Web of Science ®Google Scholar
• Scovetta, V., & Ellis, T. (2015). Leadership social power as a component of KMS success. International Journal of Knowledge Management, 11(2), 1–14.
   Web of Science ®Google Scholar
• Sendjaya, S., Sarros, J., & Santora, J. (2008). Defining and measuring servant leadership behaviour in organizations. Journal of Management Studies, 45(2), 402–424.
   Web of Science ®Google Scholar
• Sergiovanni, T. (1992). Moral leadership. San Francisco, CA: Jossey-Bass Publishers.
   Google Scholar
• Sergiovanni, T. (2007). Rethinking leadership. Thousand Oaks, CA: Corwin Press.
   Google Scholar
• Sfard, A., & Prusak, A. (2005). Telling identities: In search of an analytic tool for investigating learning as a culturally shaped activity. Educational Researcher, 34(4), 14–22.
   Google Scholar
• Shay, J. (2000). Aristotle’s rhetoric as a handbook of leadership. Dnipogo.org. Retrieved http://www.dnipogo.org/fcs/aristotle.htm
   Google Scholar
• Sice, P., Koya, K., & Mansi, S. (2013). Leadership capability: An autopoietic perspective. Human Systems Management, 32, 95–103.
   Google Scholar
• Sillitto, H. (2014). Architecting systems: Concepts, principles and practice. Systems Series. (Vol. 6). London: College Publications.
   Google Scholar
• Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M., & Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior. Journal of Occupational Health Psychology, 12(1), 80–92.
   PubMed Web of Science ®Google Scholar
• Solomon, R. (2005). Emotional leadership, emotional integrity. In J. Ciulla, T. Price, & S. Murphy (Eds.), The quest for moral leaders: Essays on leadership ethics (pp. 28–44). Cheltenham: Edward Elgar.
   Google Scholar
• Spahr, P. (2015). Transactional leadership: Definition, examples, traits. St Thomas University Online. Retrieved http://online.stu.edu/transactional-leadership/
   Google Scholar
• Spears, L. (2010). Character and servant leadership: Ten characteristics of effective, caring leaders. The Journal of Virtues and Leadership, 1(1), 25–30.
   Google Scholar
• Starratt, R. (2004). Ethical leadership. San Francisco, CA: Jossey-Bass.
   Google Scholar
• Tepper, B. (2000). Consequences of abusive supervision. Academy Of Management Journal, 43(2), 178–190.
   Web of Science ®Google Scholar
• Tepper, B. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33(3), 261–289.
   Web of Science ®Google Scholar
• Thoroughgood, C., Padilla, A., Hunter, S., & Tate, B. (2012). The susceptible circle: A taxonomy of followers associated with destructive leadership. The Leadership Quarterly, 23(5), 897–917.
   Web of Science ®Google Scholar
• Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25(1), 83–104.
   Web of Science ®Google Scholar
• Van Vugt, M., Hogan, R., & Kaiser, R. (2008). Leadership, followership, and evolution: Some lessons from the past. American Psychologist, 63(3), 182.
   PubMed Web of Science ®Google Scholar
• Vroom, V., & Jago, A. (2007). The role of the situation in leadership. American Psychologist, 62(1), 17–24.
   PubMed Web of Science ®Google Scholar
• Walumbwa, F., Avolio, B., Gardner, W., Wernsing, T., & Peterson, S. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89–126.
   Web of Science ®Google Scholar
• Wang, G., Harms, P., & Mackey, J. (2015). Does it take two to tangle? Subordinates’ perceptions of and reactions to abusive supervision. Journal of Business Ethics, 131(2), 487–503.
   Web of Science ®Google Scholar
• Warwas, J. (2015). Principals’ leadership behaviour: Values-based, contingent or both? Journal of Educational Administration, 53(3), 310–334.
   Web of Science ®Google Scholar
• Whicker, M. (1996). Toxic leaders. Westport, Conn.: Quorum Books.
   Google Scholar
• Wieland, D., & Beitz, J. (2015). Resilience to social bullying in academia. Nurse Educator, 40(6), 289–293.
   PubMed Web of Science ®Google Scholar
• Wilber, K. (1998). The essential Ken Wilber. Boston, Mass.: Shambhala.
   Google Scholar
• Woestman, D. (2014). Destructive leader behavior: Assessing public school leader behaviors and workplace attitudes (Unpublished Doctor of Education). Northern Illinois University.
   Google Scholar
• Woodruff, P. (2005). The shape of freedom: Democratic leadership in the ancient world. In J. Ciulla, T. Price, & S. Murphy (Eds.), The quest for moral leaders: Essays on leadership ethics (pp. 13–27). Cheltenham: Edward Elgar.
   Google Scholar
• Yagil, D. (2006). The relationship of service provider power motivation, empowerment and burnout to customer satisfaction. International Journey of Service Management Industry, 17(3), 258–270.
   Google Scholar
• Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River: Prentice Hall.
   Google Scholar