Browsing by Author "Brink, Beatrix"

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    Coping with destructive leadership behaviour: A qualitative study of nonphysical abuse in South African companies
    (Stellenbosch : Stellenbosch University, 2019-12) Brink, Beatrix; Naidoo, Anthony V.; Stellenbosch University. Faculty of Arts and Social Sciences. Dept. of Psychology.
    ENGLISH ABSTRACT: Whereas there tends to be a research focus on positive and constructive leadership, the investigation of negative or destructive leadership behaviour receives less attention. Further, with the focus of leadership being the leader, research less often gives prominence to followers and the complicated dynamic between leader and follower. The main focus of this research was to explore followers’ direct experiences with destructive leadership behaviour in South African organisational contexts and coping strategies they employed to engage with this behaviour. The study was also interested in follower perceptions of the characteristics of the phenomenon of destructive leadership behaviour. In this regard, the study particularly explored participants’ perceptions of relational authenticity with the leader. To what extent does a follower’s identification with the leader in terms of congruent traits, values and social representation (i.e., socio-economic, racial, gender and age cohort) influence the coping process? Further, the study explored whether participants’ psychological capital played a role in their coping process. In order to respond to the explorative aims of the study and mindful of the complicated nuances of interpersonal social relationships in the South African work context, the study adopted a qualitative approach, which was informed by aspects of constructivist grounded theory. Locating the study within qualitative data gathering techniques, a semistructured person-to-person interview approach was followed. To complement and support the interview data, participants completed the Psychological Capital Questionnaire (PCQ) at the end of the interview. The findings indicate that the managers’ perceived destructive leadership styles had consequences for the participants, the managers themselves and the work unit, affecting the execution of tasks and the attainment of goals, as well as the well-being of other team members in the work unit. In order to cope with the negative relationship, participants tried to find control in the situation; they attempted to distance themselves from the situation, their own thoughts and emotions; they sought ways to affirm their closely held self-beliefs; indulged in positive and negative self-nurturing; tried to find solace in religion/spirituality; sought social and family support; and attempted to re-direct cognitions. These coping attempts were accomplished with varying degrees of effectiveness. Participants’ perceptions of relational authenticity with the leader played a role in perceiving the managers’ behaviour as destructive; and in coping with the destructive leader behaviour. The findings indicate that participants’ psychological capital may have played a role in their coping with the managers’ destructive leadership style. The shared experiences of the participants gave voice to their intrinsic needs to be able to live their work lives in ways that were authentic to their values as expressions of their self-concepts. When the ability to live authentic lives congruent with their self-beliefs were challenged by the destructive leadership styles of their direct managers, participants’ various coping attempts were largely aimed at re-affirming their self-beliefs.