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Journal of Leadership & Organizational Studies
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A Bully as an Archetypal Destructive Leader

Michael G. Harvey

University of Mississippi Bond University, Australia

M. Ronald Buckley

University of Oklahoma

Joyce T. Heames

West Virginia University

Robert Zinko

East Carolina University

Robyn L. Brouer

Hofstra University

Gerald R. Ferris

Florida State University

Leaders do not necessarily have the best interests of the organization in mind when they make decisions. Many times, leaders treat their own personal goals as more important in relation to the goals of the organization and frequently adopt a short-term decision horizon. Thus, leaders become destructive and make decisions for their own good at the expense of the organization. This article examines the bully as a leader and how the bully creates a dysfunctional environment where the bullied, the observer, and the organization suffer negative impact due to the decisions made by the bully. The externalities of bullying (i.e., unintended explicit and/or implicit consequences of bullying activities on the members of the organization) are discussed to highlight the importance of examining the spillover impact of bullying activities in organizations. In addition, the authors propose a method to address the negative impact of those who engage in bullying on the organizational as a whole.

Key Words: bullying • destructive leaders • externalities • multilevel analysis • intervention strategies to address bullying

Journal of Leadership & Organizational Studies, Vol. 14, No. 2, 117-129 (2007)
DOI: 10.1177/1071791907308217
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