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The Destructive Loop: Dealing and Coping With Destructive Leadership
Maria Fors Brandebo1, Miriam van Baalen1
1Swedish Defence University, Stockholm, Sweden.
Scandinavian Journal of Psychology
|January 14, 2026
Summary
This study reveals a "destructive loop" where destructive leadership behaviors are perpetuated. Subordinates use emotion-focused coping, while superiors use problem-focused strategies, influenced by organizational culture.
Area of Science:
- Organizational Psychology
- Leadership Studies
- Sociology
Background:
- Limited research exists on coping mechanisms for destructive leadership.
- Focus has been on behaviors and outcomes, not stress management strategies.
Purpose of the Study:
- To understand how subordinates and superiors cope with destructive leadership.
- To explore the influence of organizational culture on these coping strategies.
Main Methods:
- Grounded theory approach.
- Interviews with 26 individuals in the Swedish Armed Forces (subordinates and superiors).
- Diverse participant demographics (gender, age, background, rank).
Main Results:
- A "destructive loop" model explains the cycle of destructive leadership.
- Subordinates primarily use emotion-focused coping (e.g., withdrawal).
- Superiors tend to use problem-focused coping (e.g., direct action).
- Organizational constraints enable destructive behavior and hinder effective coping.
Conclusions:
- Destructive leadership is coproduced and reproduced within organizational hierarchies.
- Contextual factors significantly constrain constructive responses to destructive leadership.
- Combining subordinate and superior perspectives offers a holistic view of destructive leadership dynamics.
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