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The bidirectional relationship between destructive leadership and organizational commitment.

Jorge A Elgueta¹, Martin Grill¹

¹Department of Psychology, University of Gothenburg, Gothenburg, Sweden.

Frontiers in Psychology

|October 8, 2025

Summary

This summary is machine-generated.

Destructive leadership negatively impacts organizational commitment over time. Conversely, low organizational commitment can worsen destructive leadership behaviors, creating a detrimental cycle in the workplace.

Keywords:

destructive leadership industrial psychology job demands-resources model latent growth-curve modeling longitudinal studies organizational commitment psychosocial work environment self-determination theory

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Area of Science:

Organizational Psychology
Leadership Studies
Human Resource Management

Background:

Destructive leadership behaviors pose a significant threat to organizational health.
Employee organizational commitment is crucial for a positive work environment.
The longitudinal relationship between these two constructs requires further investigation.

Purpose of the Study:

To examine the reciprocal, longitudinal relationship between destructive leadership and organizational commitment.
To determine if initial levels of destructive leadership predict changes in organizational commitment over time.
To assess if initial organizational commitment predicts changes in destructive leadership.

Main Methods:

A longitudinal study design was employed over 18 months.
Self-rated questionnaires were administered to 582 employees in Swedish local government organizations at four time points.
A second-order parallel-process latent growth curve model was utilized to analyze the data.

Main Results:

Initial destructive leadership negatively predicted subsequent changes in organizational commitment.
Initial organizational commitment negatively predicted subsequent changes in destructive leadership.
Changes in destructive leadership were strongly and negatively associated with simultaneous changes in organizational commitment.

Conclusions:

Destructive leadership undermines employee organizational commitment, negatively impacting the work environment.
Low organizational commitment can exacerbate destructive leadership behaviors, creating a negative feedback loop.
Interventions targeting destructive leadership are essential for fostering employee commitment and improving organizational functioning.