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Advances in Psychological Science    2019, Vol. 27 Issue (6) : 1123-1140     DOI: 10.3724/SP.J.1042.2019.01123
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The dark side of positive leadership: A review and prospect
WANG Zhen1,LONG Yufan1,PENG Jian2()
1 Business School, Central University of Finance and Economics, Beijing 100081, China
2 School of Management, Guangzhou University, Guangzhou 510006, China
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Abstract  

Previous leadership research has primarily concentrated on the bright side of positive leadership styles, while paying less attention to their possible dark side. Although the recent years have witnessed an increasing number of these inquiries, there is still a lack of a clear understanding of the dark side of positive leadership. A review of 41 empirical journal articles illustrates the scientific status of this research area. In general, research has illustrated the dark side of behavior-oriented leadership (i.e., transformational, ethical, empowering, inclusive, and benevolent leadership) as well as relationship-oriented leadership (i.e., leader-member exchange) in terms of their negative effects on leaders, followers, and teams. Besides the research that solely examined the negative effect, there is a body of research that investigated the double-edged sword effects and nonlinear effect of positive leadership. Social identity theory, social exchange theory, psychoanalysis theory, social information processing theory, and resource-based theories were primarily used to account for the dark side of positive leadership. Future research should develop an integrated theoretical framework underlying the dark side of positive leadership, extend existing literature by examining the dark side of other leadership styles, and identify the boundary conditions that alleviate these dark side effects. Group differences (e.g., cultures, generation, and gender) should also be considered as boundary conditions of the dark side of positive leadership.

Keywords positive leadership styles      dark side      double-edged sword effect      too-much-of-a-good-thing effect     
ZTFLH:  B849  
  C93  
Corresponding Authors: Jian PENG     E-mail: pengjiannut@163.com
Issue Date: 22 April 2019
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Zhen WANG
Yufan LONG
Jian PENG
Cite this article:   
Zhen WANG,Yufan LONG,Jian PENG. The dark side of positive leadership: A review and prospect[J]. Advances in Psychological Science, 2019, 27(6): 1123-1140.
URL:  
http://journal.psych.ac.cn/xlkxjz/EN/10.3724/SP.J.1042.2019.01123     OR     http://journal.psych.ac.cn/xlkxjz/EN/Y2019/V27/I6/1123
作用
对象
变革型领导(18) 授权型领导(8) 道德型领导(8) 包容型
领导(1)
仁慈
领导(1)
领导-下属交换(6)
下属 依赖性(Eisenbeß等, 2013; Kark等, 2003; Kollmann等, 2013)
压力(Diebig等, 2016; Franke等, 2011; 蔡亚华等, 2015)
角色模糊(Diebig等, 2016)
任务绩效(Chen等, 2018)
创造力(Eisenbeß等, 2013; Kollmann等, 2013; 蔡亚华等, 2015)
亲社会违规行为(石冠峰等, 2015; 杨梦园, 2016)
亲组织/领导不道德行为(Effelsberg等, 2014; 王晓辰等, 2018; 颜爱民等, 2018)
因病缺勤(Nielsen等, 2016)
顾客导向工作价值观(Mullins等, 2014)
压力(Cheong等, 2016)
工作绩效(Cheong等, 2016; Hao等, 2017; Humborstad等, 2014; Lee等, 2016; 尹奎等, 2016)
创新绩效(Hao等, 2017)
亲社会违规行为(何燕珍等, 2016; 颜爱民等, 2017)
组织公民行为(Stouten等, 2013)
内在动机、创造力(Feng等, 2018)
亲组织不道德行为(Kalshoven等, 2016; Miao等, 2013; 李根强, 2016; 张永军等, 2017)
依赖性、创造力(古银华等, 2017) / 工作要求(Jiang 等, 2014)
情绪耗竭(Jiang等, 2014; 陆欣欣等, 2016)
压力(Harris等, 2006)
职场被嫉妒和被排斥(Wang等, 2018)
亲组织/领导不道德行为(林英晖等, 2016; 颜爱民等, 2018)
团队/
组织
团队创新(Eisenbeß等, 2010)
组织合作创新(宋晶等, 2013)
/ 团队创造力(Mo等, 2019) / 团队过程/绩效(Li等, 2018) /
领导 情绪耗竭(Lin等, in press; Zwingmann等, 2016)
离职意愿(Lin等, in press)
放任领导行为、领导有效性(Wong等, 2018) 道德积分/证书、自我控制、辱虐行为(Lin等, 2016) / / /
  
分析视角类别 分析视角 具体的分析视角 示例
同时考察积极和消极效应 双刃剑
效应
不同维度的不同作用 Diebig等(2016)
直接与间接效应的不同作用 Eisenbeß等(2013)
不同中介带来的不同作用 Cheong等(2016)
非线性
效应
过犹不及效应 Stouten等(2013)
居中不良效应 Humborstad等(2014)
只考虑消极效应 消极效应 直接或单一的间接负面效应 Lin等(2016)
  
使用的理论机制 变革型
领导
授权型
领导
道德型
领导
领导-下属交换 其他领导风格
社会认定理论 5 3
社会交换理论 2 1 3 4
精神分析理论 3 1
社会信息加工理论 1 3
资源相关理论 2 2 1 1 1
  
  
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