The Study On The Content Structure Of Destructive Leadership And Its Relationship With Relavent Factors

The traditional theories on leadership mainly focus on the constructive, effective and successful ones. Unfortunately, the destructive leadership inevitably exists as a negative social phenomenon in various kinds of organizations. In recent years, systematic research on destructive leadership has been gradually conducted in the western management field. However, destructive leadership within Chinese organizations is seldom studied with the empirical method. This article is the first in its category by studying the composition and other relevant elements of destructive leadership within Chinese culture context in empirical research. It is conducive to a deeper and more comprehensive understanding of the nature of leading process and an enriched and localized leadership theory. In practice, it is of great importance in distinguishing the destructive leaders and avoiding the negative consequences resulted from the destructive leadership.There are six aspects that are mainly focused on:first, the content and structure of destructive leadership; second, the difference in the acknowledgement of destructive leadership by the staff studied with demographic and organizational variables; third, the influence of organization on destructive leadership; fourth, the relationship between destructive leadership and the attitude, behavior and psychological reaction of the staff; fifth, the mediating effect between destructive leadership and the result variable; and the last one is the moderating effect between destructive leadership and the result variable.On the basis of relevant theories and researches, the study combines the research methods such as documentary analysis, interview, questionnaire survey, etc. with several statistics techniques, namely, EFA (exploratory factor analysis), CFA (confirmatory factor analysis), SEM (structural equation modeling), Hierarchical regression, etc. The questionnaire survey covers more than 1300 subjects from Beijing, Shanghai and other cities in Guangdong and Zhejiang provinces. The conclusions are as follows.1. Beginning with documents research, the study adopts in-depth interview and open-ended questionnaire survey, the latter of which complies with strict and standardized procedure. EFA (Exploratory factor analysis) and CFA (confirmatory factor analysis) have been applied as well as the inductive research mode. The destructive leadership in Chinese organizations consists of four factors, namely, corruption, excoriation on subordinates, abuse of subordinates and the loss of professional morality. The Destructive Leadership Questionnaire (DLQ) is developed into 4 dimensions with 20 items. The Questionnaire has demonstrated very good reliability and validity after being tested from the aspects such as split half reliability, individual item reliability, composite reliability, internal consistency, content validity, cover validity, construct validity, convergent validity, discriminant validity and criterion validity. This conclusion proves reversely the CPM theory founded by Prof. Ling Wenquan.2. The obvious diversity exists in the points of view of the staff on destructive leadership whose demographic characteristics vary by gender, age, length of service, nature of business, nature of position after t-testing and ANOVA analysis.3. After correlation analysis and SEM (structural equation modeling), the organization variable's influence upon destructive leadership reveals itself. The concentration of power intensifies destructive leadership while the formalization weakens it. Comparatively speaking, concentration has stronger power upon destructive leadership than formalization.4. Through correlation analysis and SEM (structural equation modeling), the study shows the obvious prediction function of destructive leadership on loyalty to the leaders, job satisfaction, turnover intention and job stress.5. Through correlation analysis and SEM (structural equation modeling), the study shows the sense of equity and identification internalization work as mediator between destructive leadership and loyalty, job satisfaction, turnover intention and job stress. Commitment by the staff works as mediator between destructive leadership and loyalty, job satisfaction, turnover intention.6. Through correlation analysis and hierarchical regression, the study shows locus of control in the staff works as moderator between destructive leadership and loyalty, turnover intention. In the concrete, under the same destructive leadership, the stronger the internal control of the staff is, the less the staff is loyal to the leader. Under the same destructive leadership, the stronger the internal control of the staff is, the stronger the turnover intention is. 7. The article systematically summarizes the main research and consequent conclusion and discusses the contribution and realistic significance of the theory. Meanwhile, measures are put forward to avoid and manage the destructive leadership. At last, limitation in the study and the upcoming direction for improvement are added.