Destroyed Harm Leadership And Subordinate Attitudes And Behaviors Of The Relationship Between Empirical Research

Leadership was to study the effectiveness of leadership, thus focusing on how to improve the effectiveness of leadership. For a long time, scholars only focused on the positive side of leadership and how to be successful leader, even if there was ineffective, it simply assumed to be a lack of effective leadership, they usually thought leadership as the effectiveness of leadership. With the exposure of the negative leadership behavior, many western scholars started to pay attention to the dark side of leadership and the negative leadership behavior because of having negative influence on employees and organizations, and launched a series of investigations and research on the dark side of leadership, destructive leadership emerged in the background, it became a cutting-edge research on leadership and provided a new perspective for us to study the effectiveness of leadership.The paper mainly studied on the internal mechanism between destructive leadership and subordinate's attitudes and behavior, the specific contents were about testing whether there was destructive leadership in companies under the Chinese context, whether the scale of destructive leadership designed in the western was also applicable for China, testing whether destructive leadership could predict subordinate's attitudes and behavior significantly, testing whether subordinate's trust for leader played a intermediary role in the internal mechanism between destructive leadership and subordinate's job satisfaction, between destructive leadership and subordinate' organizational identification,between destructive leadership and subordinate's job performance,between destructive leadership and subordinate's turnover intention, testing whether the capability of leader played a regulatory role in the internal mechanism between destructive leadership and subordinate's job satisfaction,between destructive leadership and subordinate's organizational identification,between destructive leadership and subordinate's job performance,between destructive leadership and subordinate's turnover intention?The research got the main findings as follows by processing 209 valid questionnaires from Changsha,Xiangtan,Beijing,Guangzhou these four cities through SPSS 17.0 and AMOS 7.0, with the basic descriptive statistics, reliability analysis, exploratory analysis, confirmatory analysis, correlation analysis, regression analysis and so on:(1)we also found destructive leadership in China, the scale of destructive leadership designed in the Western were also applicable for Ch i na.(2) it was a significant negative correlation between destructive leadership and subordinate's job satisfaction, destructive leadership could predict subordinate's job satisfaction significantly; It was a significant negative correlation between destructive leadership and subordinate's organizational identification, destructive leadership could predict subordinate's organizational identification significantly; It was a significant negative correlation between destructive leadership and subordinate's turnover intention, destructive leadership could predict subordinate's turnover intention significantly; It was a significant negative correlation between destructive leadership and subordinate's job performance, destructive leadership could predict subordinate's job performance significantly.(3) subordinate's trust for leader played a intermediary role in the internal mechanism between destructive leadership and subordinate's job satisfaction; subordinate's trust for leader played a intermediary role in the internal mechanism between destructive leadership and subordinate's organizational identification; subordinate's trust for leader played a intermediary role in the internal mechanism between destructive leadership and subordinate's job performance; subordinate's trust for leader didn't play a intermediary role in the internal mechanism between destructive leadership and subordinate's turnover intention.(4) the capability of leader didn't play a regulatory role in the internal mechanism between destructive leadership and subordinate's job satisfaction; the capability of leader didn't play a regulatory role in the internal mechanism between destructive leadership and subordinate's organizational identification; the capability of leader didn't play a regulatory role in the internal mechanism between destructive leadership and subordinate's job performance; the capability of leader played a regulatory role in the internal mechanism between destructive leadership and subordinate's turnover intention.