Research On The Incentive Of Destructive Leadership Behavior

Traditional leadership theories mainly focus on the effective and constructive theory of leadership, while, destructive leadership- a negative leadership, has been present in various kinds of organizations, but only few people pay attention to. Since the international academic journal "Leadership Quarterly" did a research on destructive leadership with special forms in 2007, researches on destructive leadership had gradually become systematic and comprehensive. But in China, studies on destructive leadership were too few. From the perspective of subordinates, this article did an empirical study on the reason why destructive leadership generated in Chinese cultural background. This will help us to have a deeper and more comprehensive understanding of the nature of process of leadership, and enrich the context of leadership theory system in Chinese organization. At the same time, this study was carried out cater to China’s current anti-corruption strong wind, provide a theoretical basis for China’s reality.This research used the questionnaire survey way, and collected 450 subjects for the formal questionnaire in Henan, Jiangxi, Shanghai, Beijing and other provinces and cities in the scale of organization, then selected 328 valid data form the 450 subjects. By using descriptive analysis, regression analysis, confirmatory factor analysis, structural equation modeling and other statistical methods for statistical analysis, we draw the conclusions as follows:First, the quality analysis results of destructive leadership behavior questionnaire showed that the questionnaire had good reliability and validity, including deeds abusive, mood swings, selfish, sinister and ruthless four dimensions.Second, the research on perceived deep-level dissimilarity influenced destructive leadership indicated that perceived deep-level dissimilarity had positive forecast on destructive leadership and its four dimensions.Third, from the study on the mechanism of the perceived deep-level dissimilarity and destructive leadership, we found that leader member exchange played a full mediator between perceived deep-level dissimilarity and destructive leadership; work performance partially mediate the relationship between perceived deep-level dissimilarity and destructive leadership; By establishing dual mediation model, we found that leader member exchange was a distal partial mediator and work performance was a proximal partial mediator of the relationship between perceived deep-level dissimilarity and destructive leadership.