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破壊的なループ:破壊的なリーダーシップへの対処と対応
Maria Fors Brandebo1, Miriam van Baalen1
1Swedish Defence University, Stockholm, Sweden.
Scandinavian journal of psychology
|January 14, 2026
まとめ
本研究は、破壊的なリーダーシップ行動が永続する「破壊的なループ」を明らかにする。部下は感情焦点型コーピングを、上司は問題焦点型コーピングを使用し、組織文化の影響を受ける。
科学分野:
- 組織心理学
- リーダーシップ研究
- 社会学
背景:
- 破壊的リーダーシップに対処するためのメカニズムに関する研究は限られている。
- 行動と結果に焦点が当てられ、ストレス管理戦略には焦点が当てられていない。
研究 の 目的:
- 部下と上司が破壊的リーダーシップにどのように対処するかを理解する。
- これらのコーピング戦略に対する組織文化の影響を探る。
主な方法:
- グラウンデッド・セオリー・アプローチ。
- スウェーデン軍の26人の個人(部下と上司)へのインタビュー。
- 多様な参加者の人口統計(性別、年齢、背景、階級)。
主要な成果:
- 破壊的リーダーシップのサイクルを説明する「破壊的ループ」モデル。
- 部下は主に感情焦点型コーピング(例:回避)を使用する。
- 上司は問題焦点型コーピング(例:直接行動)を使用する傾向がある。
- 組織の制約が破壊的行動を可能にし、効果的なコーピングを妨げる。
結論:
- 破壊的リーダーシップは、組織の階層内で共同で生産され、再現される。
- 文脈的要因が、破壊的リーダーシップに対する建設的な対応を著しく制約する。
- 部下と上司の両方の視点を組み合わせることで、破壊的リーダーシップの力学の全体像が得られる。
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