Why do leaders engage in destructive behaviours? The role of leaders’ working environment and stress
基于资源保存理论，研究工作量、角色模糊和群体冲突等压力源如何通过压力感知影响领导者的主动与被动破坏性行为，发现压力源仅与被动破坏相关，而人格特质与两者均相关。
Abstract Complementing previous research on antecedents of destructive leadership, we examined the role of work stressors in the emergence of active and passive destructive leadership behaviours. Building on conservation of resources theory, we examined direct and indirect relations between leaders’ perceptions of workload, role ambiguity and intragroup conflict on ratings of their own destructive leadership, as well as mediating paths through perceived stress. We used a two‐wave survey design consisting of a random sample of 1311 managers. Structural equation modelling revealed that work stressors were only related to passive forms of destructive leadership, whereas personality was related to both active and passive forms of destructive leadership. Implications for research and practice are discussed.