Dysfunctional leadership: investigating employee experiences with dysfunctional leaders

Abstract

PurposeThe purpose of this paper is to examine the experiences of employees who are exposed to dysfunctional behaviors by their leaders in a healthcare organization.Design/methodology/approachThis study employed a qualitative methodology drawing on 25 semi-structured interviews with administrative and clinical employees working in a healthcare setting operating in Riyadh, Saudi Arabia.FindingsThis study’s findings provide insights into dysfunctional leadership phenomena based on employees’ personal experiences with dysfunctional leaders. Dysfunctional leaders have several harmful behaviors, such as behaving in abusive ways, marginalizing others, engaging in favoritism, and degrading employees. This study also demonstrated that the leaders’ negative behavior directly influences employees to leave their jobs, contributes to feelings of alienation at work, reduces their commitment, and frequently creates serious psychological and physical problems. This study also discovered that over time the negative effects of a dysfunctional leader do not stop at employees; it also filters through to other areas such as the organizational environment and family life.Originality/valueDysfunctional leadership is under-studied within the context of the Middle Eastern region. Therefore, this study’s findings provide theoretical and practical implications. It provides information about employee experiences and how dysfunctional behavior influences individuals and, ultimately, organizational life. Furthermore, this study has value to practitioners by offering suggestions for organizational interventions for creating more effective policies and programs to support employees’ careers and well-being.